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“Lean is centered on preserving value with less work.

“Lean is not a theory but a practice to be followed on daily basis throughout the life of the
organizations. Even, the best of Lean Companies waste around 30 % of their resources. The
answer to this waste removal lies with LEAN PRACTICE.”

“Lean implementation is therefore focused on getting the right things to the right place at the
right time in the right quantity to achieve perfect work flow, while minimizing waste and being
flexible and able to change.”

“The cultural and managerial aspects of Lean are possibly more important than the actual tools
or methodologies of production itself. There are many examples of Lean tool implementation
without sustained benefit, and these are often blamed on weak understanding of Lean
throughout the whole organization.”

“I believe that the average farmer puts to a really useful purpose only about 5% of the energy he
expends.... Not only is everything done by hand, but seldom is a thought given to a logical
arrangement. A farmer doing his chores will walk up and down a rickety ladder a dozen times.
He will carry water for years instead of putting in a few lengths of pipe. His whole idea, when
there is extra work to do, is to hire extra men. He thinks of putting money into improvements as
an expense.... It is waste motion— waste effort— that makes farm prices high and profits low.”

"…after a workman has had the price per piece of the work he is doing lowered two or three
times as a result of his having worked harder and increased his output, he is likely entirely to
lose sight of his employer's side of the case and become imbued with a grim determination to
have no more cuts if soldiering [marking time, just doing what he is told] can prevent it."

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
1
Lean manufacturing defines the value of a product or a service with the customer point of view.
Customers do not mind how hard you work or what is the technology you used to create the
product or service you are selling to them. They will evaluate your product or the service by
looking at how well this is going to fulfill their requirements.

WHY LUDHIANA REQUIRES LEAN

Ludhiana is one of the most important hubs of knitting, textile, garment manufacturing and
finishing and is renowned for its Knitted products.

The Bahadur Ke cluster is a mix of units giving an optimum chance to the LMC to develop
solutions for the whole supply chain of Garment Manufacturing. Most of the participating units
being mostly Domestic Suppliers have their own brands which they market through their
various distributors all through the nation and are very dynamic in nature of the change of
style, color or sometimes their product.

Lean being one of the most used practice for these kind of set ups could actually prove to be of
very much help.

While some of the units are working on bits and pieces of Lean Manufacturing Practice without
even knowing so, some of them are blithely unaware of the fact that something of this sort
exist and how it can help them. The exposure towards change acceptance and Lean
Manufacturing could be seen in the next few pages of this report.

This report is sub divided in various categories to help the readers in knowing what is required
and why the projects are proposed as they are:-

1. Background Study of the Cluster


2. Baseline Surveys
3. Comparative Study of various units
4. Project Proposal

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
2
CLUSTER
INTRODUCTION

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
3
SPV UNIT 1: MINIKING KNITWEARS PVT. LTD

BASIC INFORMATION:

NAME MINIKING KNITWEARS PVT. LTD.

ADDRESS BAHADUR KE ROAD, LUDHIANA

YEAR OF ESTABLISHMENT 1995

TURNOVER (09-10) APPROX. 23.7 CR

CONTACT DETAILS MR. ASHOK JAIN ( +91-9357533990)

EMAIL ID minikingminiking@yahoo.co.in

BUSINESS ACTIVITY RMG MANUFACTURERS ( EXPORT AND DOMESTIC)

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CUSTOMERS CLIENTS

KIDS WEAR H.V.OSWAL

T. R. OSWAL

GOLDI AGENCY

RAJDEEP HOSEIRY

RAKHI GARMENTS

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
4
Manpower Strength

Officers 4

Staff 12

Workmen 600

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
5
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
6
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
7
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
8
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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SPV UNIT 2: PRUTHI INTERNATIONAL

BASIC INFORMATION

NAME PRUTHI INTERNATIONAL

ADDRESS PRUTHI INTERNATIONAL, PLOT # 1, AZAD NAGAR, BAHADUR KE


ROAD, NEAR JALANDHAR BY-PASS , LUDHIANA

YEAR OF 1994
ESTABLISHMENT
TURNOVER (09-10) APPROX. 23 CRORES

CONTACT DETAILS MR.PARMINDER SINGH (+91-9872500549)


(0161-437888, 2781628)
EMAIL ID pruthi@satyam.net.in
BUSINESS ACTIVITY MANUFACTURERS & EXPORTERS OF KNITTED & WOVEN GARMENTS

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CLIENT 1 CLIENT 2


CUSTOMERS
KIDS WEAR R. G. AMERICA PRICE & BUCKLAND

WOMEN’S WEAR A.B. TRADING R. G. AMERICA

MEN’S WEAR PRICE & BUCKLAND A.B. TRADING

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
10
DIRECTOR DIRECTOR DIRECTOR

MANAGER KNITTING
MANAGER

MERCHANDISER PRODUCTION
MANAGER

PRODUCTIO CUTTING STORE


M ANAGER INCHARGE INCHARGE

Manpower Strength

Officers 4

Staff 10

Workmen 36

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
11
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
12
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
13
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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SPV UNIT 3: KULDIP OSWAL HOSIERY MILLS (P) LTD.

BASIC INFORMATION

NAME KULDIP OSWAL HOSIERY MILLS(P) LTD.

ADDRESS 19 NO. STREET, MAHAVIR JAIN COLONY, SUNDER NAGAR,


LUDHIANA

YEAR OF 1973
ESTABLISHMENT

TURNOVER (09-10) APPROX. 19 CRORES

CONTACT DETAILS MR. VISHAL JAIN ( +91-9915758184)

EMAIL ID kuldeeposwal@sify.com

BUSINESS ACTIVITY RMG DOMESTIC(MEN’S AND WOMEN)

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CUSTOMERS CLIENTS

MEN’S WOOLENS DELHI

MEN’S JACKETS PUNJAB

MEN’S SWEAT SHIRTS SRINAGAR

MEN’S T-SHIRTS UTTAR PRADESH

LADIES CARDIGAN LUDHIANA

LADIES COAT AND SLAGS CALCUTTA

CAPS MADHYA PRADESH

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
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Manpower Strength

Officers

Staff 28

Workmen 140

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
16
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
17
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
18
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
19
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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SPV UNIT 4: DIKSHA KNITWEARS PVT. LTD.

BASIC INFORMATION

NAME DIKSHA KNITWEARS PVT. LTD.

ADDRESS B-32, 139/2, GURU VIHAR, RAHON ROAD, LUDHIANA

YEAR OF 2001
ESTABLISHMENT
TURNOVER ( 09 -10) APPROX. 10 CRORE

CONTACT DETAILS MR.SURYA PRAKASH (+91-9417944862)

EMAIL ID dikshaoverseas@rediffmail.com

BUSINESS ACTIVITY RMG MANUFACTURERS ( DOMESTIC)

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CLIENT 1 CLIENT 2


CUSTOMERS
T-SHIRTS MAN TRADING CO. KAILASH HOSIERY
JACKETS DINGDONG INTERNATIONAL MUKESH TRADERS
SWEAT SHIRT MASTER HOSIERY MAN TRADING CO.
NIGHT WEAR MUKESH TRADERS DINGDONG
INTERNATIONAL

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
21
MANPOWER STRENGTH

Officers 2

Staff 17

Workmen 130

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
22
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
23
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
24
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
25
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
26
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
27
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
28
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
29
SPV UNIT 5: AMARSONS INTERNATIONAL PVT LTD.

BASIC INFORMATION:

NAME AMARSONS INTERNATIONAL PVT LTD.

ADDRESS BAHADUR KE ROAD, LUDHIANA

YEAR OF ESTABLISHMENT 2000

TURNOVER (09-10) APPROX. 7 CR.

CONTACT DETAILS MR. SANJEEV JAIN ( +91-9814025250)

EMAIL ID amarsoninternational.jain@gmail.com

BUSINESS ACTIVITY RMG MANUFACTURERS (DOMESTIC AND EXPORT)

PRODUCT CATEGORIES/ CUSTOMERS CLIENTS

T SHIRTS CATERING TO MARKETS OTHER THAN NORTH INDIA

MIDDLE EAST

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
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DIRECTOR

CONTRACTOR

FABRIC CUTTING STITCHIN PACKING EMBROID ACCOUN PRINTING


STORE DEPT G ERY TS HEAD
HEAD

Manpower Strength

Officers 4

Staff 13

Workmen 200

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
31
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
32
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
33
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
34
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
35
SPV UNIT 6: SAMMIT HOSIERY MILLS PVT. LTD.

BASIC INFORMATION
NAME SAMMIT HOSIERY MILLS PVT. LTD.

ADDRESS B-XXXII, E-10/ 7590, VEERNAGAR,BAHADUR KE ROAD,


LUDHIANA

YEAR OF ESTABLISHMENT 1985

TURNOVER (09-10) APPROX. 7.49 CRORES.

CONTACT DETAILS MR.RAKESH GAMBHIR (+91-9876000592)

(0161-2782652)

EMAIL ID shmldh@yahoo.co.in

BUSINESS ACTIVITY RMG EXPORTERS

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CUSTOMERS CLIENTS

2 PC SUIT M/S FAKHREE CENTRE

3 PC SUIT

ROMPER SUIT

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
36
Manpower Strength

Officers 3

Staff 4

Workmen 250

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
37
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
38
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
40
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
41
SPV UNIT 7: ADINATH DYEING & FINISHING MILLS

BASIC INFORMATION

NAME ADINATH DYEING & FINISHING MILLS

ADDRESS INDUSTRIAL ZONE, DYEING COMPLEX, BAHADUR KE ROAD,

LUDHIANA

YEAR OF ESTABLISHMENT 1986

TURNOVER (09-10) APPROX. 12.89 CRORES

CONTACT DETAILS MR. LALIT JAIN (+91-9814030105, +91-9216027960)

(0161-5074829, 5004876)

EMAIL ID adinathdyeing@yahoo.co.in

BUSINESS ACTIVITY DYEING, FINISHING & PRINTING OF FABRICS

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CUSTOMERS CLIENTS

MINIKING KNITWEARS PVT.LTD.

AMIT ENTERPRISES

NAVYUG LAMINATES

SADAN HOSIERY PVT. LTD.

S. R. CLOTHING CO.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
42
ACCOUN
CHEIF
TS
ACCOUNTA
MANAG
NT (MR. J.K.
ER (MR.
JAIN) ASSISTA
SHARMA
) NTANTS
LAB (RAHUL,
INCHARGE RAVIND
(MR. JAI ER,
RAM) ASSIST AMRIK)
ANT
(MR.
ETP
ANISH
INCHARGE
) ASSISTA
(MR. HELPE
PARAMJEE NT
R
T) (MR. LAL
(MAN
BAHADU
GLA)
BOILER R)
INCHARGE
ASST.
(MR.KULDE
ELEC.
EP)
INC.
(MR.
ELECTRICAL CHANDE
CHEIF
MANAGER R)
ADMI ASST.
(MR. ELEC.
NISTR SHAMSHER) INC. ASSISTANT
ATION (MR. MANAGER
RAJNEES (JAMUNA,
OFFIC MAINTAINENC
SUPER
VISOR H) BUPINDER
ER E
(HARP SINGH)
(MR. DEPARTMENT
AL
FOREMAN
LALIT SINGH
(MR. ASSISTA
)
JAIN) PARAMJEET) NT
MANAG
PURCHASE ER
PRINTING (KAILES
MANAGER
OPERATOR H)
(MR.
(ARVIND,
VIRENDER) MACH
VEERU)
INE
OPER
PRINTING
PRINTING ATOR
MANAGER
SUPERVISOR S
(MR.
(SONU,
NARESH)
K JAMLESH)
PRODUC
MACH
TION
INE
GENERAL INCHAR
OPER
MANAGER GE
PRODUC ATOR
PRODUCTION (HARJEE
TION S
(MR. AJAY T SINGH)
JAIN) MANAG
ER PRODUC MACH
(MR. TION
M. R. INE
KULBEE INCHAR
(ONIK OPER
R) GE
A) ATOR
(BHIM S
SINGH)
KULBEE
LEAN MANUFACTURING COMPETITIVENESS SCHEME R)
BAHADUR KE CLUSTER, LUDHIANA
43
Manpower Strength

Officers 5

Staff 8

Workmen 185

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
44
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
48
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
49
SPV UNIT 8: J.M. HOSIERY MILLS (P) LTD.

BASIC INFORMATION

NAME J.M. HOSIERY MILLS (P) LTD.

ADDRESS MAJ. GEN R.S. GREWAL ROAD,BAHADUR KE ROAD,LUDHIANA

YEAR OF ESTABLISHMENT

TURNOVER

CONTACT DETAILS MR. BRIJ MOHAN (+91-9357125000)

EMAIL ID

BUSINESS ACTIVITY KNITTING

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CLIENT 1 CLIENT 2


CUSTOMERS

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
50
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
51
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
53
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
54
UNIT 9: EAKTA DYEING AND FINISHING HOUSE

BASIC INFORMATION

NAME EAKTA DYEING AND FINISHING HOUSE

ADDRESS BAHADUR KE ROAD, DYEING COMPLEX, INDUSTRIAL ZONE,


LUDHIANA

YEAR OF 1993
ESTABLISHMENT

TURNOVER (09-10) APPROX. 10 CRORES

CONTACT DETAILS MR. SUBHASH SAINI (+91-9357133001)

MR. MANI SAGGAR (+91-9357133002)

EMAIL ID subhashsaini@yahoo.co.in

BUSINESS ACTIVITY DYEING AND FINISHING OF ALL TYPES OF YARNS AND FABRICS

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CUSTOMERS CLIENTS

J.M. HOISERY MILLS

L.T. GARMENTS

SHANKESHWAR ENTERPRISES

NAGPAL EXPORTS

OASIS KNITWEARS

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
55
Manpower Strength

Officers

Staff 15

Workmen 130

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
56
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
57
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
58
SPVUNIT 10: TUDOR KNITTING WORKS PVT. LTD.

BASIC INFORMATION
NAME TUDOR KNITTING WORKS PVT. LTD.

ADDRESS E 10/7571, NEW VEER NAGAR, BAHADUR KE ROAD, LUDHIANA

YEAR OF ESTABLISHMENT 1997

TURNOVER (09-10) APPROX. 15 CR

CONTACT DETAILS MR. MANOJ JAIN ( +91-9815005205)

(0161-2781772,773)

EMAIL ID tudor.t21@yahoo.co.in

BUSINESS ACTIVITY RMG MANUFACTURER ( DOMESTIC )

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CLIENT 1 CLIENT 2


CUSTOMERS

KIDS T-SHIRTS GOLDEN AGENCY PAWAN GARMENTS

KIDS SUIT BHAUANA TRADERS SHUBHAS SALES AGENCY

KIDS NIGHT SUIT KAVITA TRADE LINK BHUANA TRADERS

KIDS BLOOMERS RUPALI TRADERS GOLDEN AGENCY

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
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FABRIC

Manpower Strength

Officers

Staff 21

Workmen 178

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
60
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
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LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
65
BASELINE SURVEYS

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
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IDENTIFICATION OF SEVEN WASTES
Evaluation on a scale of 1 to 5. 5 being ‘completely lean’ and 1, ‘completely traditional’

SPV UNIT 1: MINIKING KNITWEARS PVT. LTD

S.No Type of Waste Current Comments


Level

1 Over production 1 Manufacturing one season in advance.

2 Waiting time 1 Large lot size resulting in high waiting time.

3 Transportation 1 Machines placed not based on process flow. High


crisscross movement during the processes.

4 Over Processing 2 Final Checking is not done on any AQL level; thus
rejection % is high at the time of packaging and
material has to be moved back for alteration.

5 Inventory 2 Raw Material is stored in advance as well as


planning of WIP is not done on any scientific scale.

6 Motion 1 Cluttered workplace leading to the increase of


motion. Placing the job at ground and picking it up
is observed repetetively. Use of templates and
folder is negligible

7 Defects 2 Defects found after final checking

Inferences:-

1. Lot size should be reduced in order to have proper process flow and thus reduction in
Waiting Time

2. Layout of the whole factory should be revamped in order to avoid the high movement of
goods, men and machine.

3. Checkpoints to be developed in order to reduce the Alteration rate from final packaging

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BAHADUR KE CLUSTER, LUDHIANA
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SPV UNIT 2: PRUTHI INTERNATIONAL

S.No Type of Waste Current Level Comments

1 Over production 3 Not much over production.

2 Waiting time 3 Negligible waiting time among the processes.

3 Transportation 4 The deptartments are interconnected /cell


production so not much transportation occurs.

4 Over Processing 2 Is more as the defects are found during final


checking as well

5 Inventory 3 WIP for 1-2 days, Raw material and Stock


Inventory of 3 months for repeat order to avoid
price fluctuation.

Dead inventory due to unrepaired defective m/c

6 Motion 2 Use of templates and folder is negligible


resulting in higher SAM.

7 Defects 2 Defects found after final checking also.

Inferences:-

1. Quality team should be trained so as to avoid the defects at the time of final checking.

2. Usage of Templates and Folder at the time of stitching would reduce SAM/SMV value.

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BAHADUR KE CLUSTER, LUDHIANA
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SPV UNIT 3: KULDIP OSWAL HOSIERY MILLS (P) LTD.

S.No Type of Waste Current Level Comments

1 Over production 3 Production is done in accordance to the demand


in the market. Most products move out fast.

2 Waiting time 1 Large lot sizes and multiple color options in


same design, results in high waiting time.

3 Transportation 1 The departments are not connected in a smooth


process flow method. High crisscross movement
during the processes.

4 Over Processing 2 Manufactured peices travel a lot for alteration


at all checking points.

5 Inventory 2 Raw Material is stored in advance as well as


planning of WIP is not done on any scientific
scale.

6 Motion 1 Cluttered workplace leading to the increase of


motion. Placing the job at ground and picking it
up is observed repetetively. Use of templates
and folder is negligible.

7 Defects 3 Defects found after final checking.

Inferences:-

1. Quality team should be trained so as to avoid the defects at the time of final checking.

2. Usage of Templates and Folder at the time of stitching would reduce SAM/SMV value.

3. Lot Size reduction in order to reduce fatigue level of worker and cutting on the delay and
waiting time.

4. Work place layout to be changed to Cell Manufacturing.

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BAHADUR KE CLUSTER, LUDHIANA
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SPV UNIT 4: DIKSHA KNITWEARS PVT. LTD.

S.No Type of Waste Current Comments


Level

1 Over production 3 Production is done in accordance to the demand in


the market. Most products move out fast.

2 Waiting time 2 Medium lot sizes results in less waiting time.

3 Transportation 4 The movement of goods is in a smooth process


flow way with each subsequent process connected
immediately after the preceding process.

4 Over Processing 2 Alteration is found during rough checking as well as


final checking resulting in overprocessing.

5 Inventory 2 Raw Material is stored in advance as well as


planning of WIP is not done on any scientific scale.

6 Motion 3 Placing the components at ground and picking it up


is observed repetetively. Use of templates and
folder is negligible.

7 Defects 2 Defects found after final checking

Inferences:-

1. Quality team should be trained so as to avoid the defects at the time of final checking.

2. Usage of Templates, Material Handling Equipments and Folder at the time of stitching
would reduce SAM/SMV value.

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BAHADUR KE CLUSTER, LUDHIANA
70
SPV UNIT 5: AMARSONS INTERNATIONAL PVT. LTD.

S.No Type of Waste Current Comments


Level

1 Over production 1 Manufacturing one season in advance.

2 Waiting time 1 Multiple styles running simultaneously

3 Transportation 1 Machines placed not based on process flow. High


crisscross movement during the processes.

4 Over Processing 2 Final Checking is not done on any AQL level; thus
rejection % is high at the time of packaging and
material has to be moved back for alteration.Flaws
in processes lead to rework in subsequent
processes.

5 Inventory 1 Raw Material is stored in advance as well as


planning of WIP is not done on any scientific scale.

6 Motion 1 Cluttered workplace leading to the increase of


motion. Placing the job at ground and picking it up
is observed repetetively. Use of templates and
folder is negligible

7 Defects 2 Defects found after final checking

Inferences:-

1. Lot size should be reduced in order to have proper process flow and thus reduction in
Waiting Time

2. Standard operating procedure to be defined to avoid rework and flaws in manufacturing


process.

3. Checkpoints to be developed in order to reduce the Alteration rate from final packaging.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
71
SPV UNIT 6: SAMMIT HOSIERY MILLS PVT. LTD.

S.No Type of Waste Current Level Comments

1 Over production 3 Not much over production.

2 Waiting time 2 Large lot sizes resulting in high waiting time


between the processes.

3 Transportation 3 The deptartments are well connected. Layout is


smooth resulting in smooth process flow.

4 Over Processing 2 Is more as the defects are found during final


checking as well.

5 Inventory 2 WIP for 1-2 days. Raw material and Stock


Inventory of 3 months for booked order due to
high price fluctuation.

6 Motion 2 Use of templates and folder is negligible. Placing


of components at ground and on light roofs and
picking it up is observed repetetively resulting in
enhanced motion. Cluttered stitiching floor
increases motion.

7 Defects 2 Defects found after final checking also.

Inferences:-

1. Quality team should be trained so as to avoid the defects at the time of final checking.

2. Usage of Templates and Folder at the time of stitching would reduce SAM/SMV value.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
72
SPV UNIT 7: ADINATH DYEING & FINISHING MILLS

S.No Type of Waste Current Level Comments

1 Over production 3 Over Production is not done as they largely do


job work.

2 Waiting time 2 Waiting Time is there before and after the


dyeing and printing process.

3 Transportation 3 The movement of goods is a little crisscross


during the processes.

4 Over Processing 2 2-3% of Over Processing per month as rejection


percentage is high.

5 Inventory 2 In – process inventory is not taken care of as the


fabric lye around the aisle and trolleys are not
used to let the fabric stay on it while awaiting
processing.

6 Motion 2 As transpotation is there thus motion of men


and fabric is there.

7 Defects 3 Redying done.

Inferences:-

1. Quality team should be trained so as to avoid the defects at the time of final checking.

2. Usage of Material Handling Equipment would greatly reduce the alteration rate and the in
process WIP.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
73
SPV UNIT 8: J.M. HOSIERY MILLS (P) LTD.

S.No Type of Waste Current Level Comments

1 Over production 2 Over Production is not done as they largely work


on job work.

2 Waiting time 3 Waiting Time is less.

3 Transportation 4 The movement of goods is in a smooth process


flow way with each subsequent process
connected immediately after the preceding
process.

4 Over Processing 2 Less, mending is done

5 Inventory 3 Raw material of 1 month present.

6 Motion 3 negligeble

7 Defects 3 Defects found during checking.

Inferences:-

1. Quality team should be trained so as to avoid the defects at the time of final checking.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
74
SPV UNIT 9: EAKTA DYEING AND FINISHING HOUSE

S.No Type of Waste Current Level Comments

1 Over production 2 Over Production is not done as they largely do


job work.

2 Waiting time 2 Waiting Time is there after the dyeing process.

3 Transportation 4 The movement of goods is in a smooth process


flow way with each subsequent process
connected immediately after the preceding
process.

4 Over Processing 2 Re dyeing 2-5%

5 Inventory 3 Greige fabric, WIP present.

6 Motion 3 Less, using trolleys

7 Defects 3 Re dyeing done not on a large scale.

Inferences:-

1. Quality team should be trained so as to avoid the defects at the time of final checking.

2. Usage of Material Handling Equipment .

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
75
SPV UNIT 10: TUDOR KNITTING WORKS PVT. LTD.

S.No Type of Waste Current Comments


Level

1 Over production 3 Production is done in accordance to the demand in


the market. Most products move out fast.

2 Waiting time 2 High waiting time between the processes as the


diffferent process are not balanced properly.

3 Transportation 3 The deptartments are interconnected well/ Cell


production so not much transportation occurs.

4 Over Processing 2 Less defectives

5 Inventory 2 Raw Material is stored in advance as well as


planning of WIP is not done in any scientific way.

6 Motion 2 Placing the components at ground and picking it up


is observed repetetively. Use of templates and
folder is negligible.

7 Defects 3 Defects found after final checking

Inferences:-

1. Quality team should be trained so as to avoid the defects at the time of final checking.

2. Usage of Templates and Folder at the time of stitching would reduce SAM/SMV value.

3. WIP Planning and Raw material minimum stock management training has to be given.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
76
5S & VISUAL BASE LININING

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
77
SPV UNIT 1: MINIKING KNITWEARS PVT. LTD

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work area items separated, un- un-needed items developed, maintained, allowed in area. 1
needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe items are placed randomly an organized manner. dedicated positions that retrieved within (cell adding/deleting indicators
Set in Order 1
conditions. throughout the workplace. are clearly indicated. target) seconds and (cell for needed items
target) number of steps.

Spills, waste, trash, Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of dirt,
Shine etc. produce unsafe are not cleaned on a regular cleaned daily. posted and maintained. and area occurs. grease & spillage have 0
conditions. basis. been eliminated.

No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures completely documented. documented but not and consistently used by consistently used by all cell regularly reviewed and
Standardize 2
documented. consistently used. some cell team team members. improved.
members.

No routine Occasional, unscheduled 5S 5S activities conducted 5S assessment 5S assessment conducted Root causes of problems
review/correction of activity. on regular basis. conducted occasionally on a regular basis and revealed by 5S assessment
Sustain unsafe conditions. and results posted. recurring problems are are identified and 0
identified. eliminated.

TOTAL SCORE : 4 (MAX OF 25) 4

OVERALL 5S SCORE - 16 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
Visual Base lining Summary

S. No. Focus Area Current Status


1. 5s RM, FG, WIP are handled in obsolete manner. No proper place for lunch. Workers found eating at
the workplace.
2. Safety Walkways/ Aisle movement are restricted.
Poor placement of tools/ equipments on the shop floor causing safety hazard.
Cleaning schedule not followed.

3. Visual Control Visual measures present but not followed at all.


No information is displayed regarding process status and tracking.

4. Storage Storage and material handling is poor.

5. Maintenance No regular maintenance.


No preventive maintenance

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 2: PRUTHI INTERNATIONAL

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work items separated, un- un-needed items developed, maintained, allowed in area. 2
area. needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order 2
conditions. randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
the workplace. target) number of steps. items

Spills, waste, trash, etc. Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of
Shine produce unsafe are not cleaned on a cleaned daily. posted and maintained. and area occurs. dirt, grease & spillage 2
conditions. regular basis. have been eliminated.

No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures documented. completely documented. documented but not and consistently used by consistently used by all regularly reviewed and
consistently used. some cell team cell team members. improved.
Standardize 1
members.

No routine Occasional, unscheduled 5S activities conducted 5S assessment 5S assessment Root causes of problems
review/correction of 5S activity. on regular basis. conducted occasionally conducted on a regular revealed by 5S
Sustain unsafe conditions. and results posted. basis and recurring assessment are 1
problems are identified. identified and
eliminated.

TOTAL SCORE : 8 (MAX OF 25) 8

OVERALL 5S SCORE - 32 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
S. No. Focus Area Current Status
1. 5s Spaces are designated for lunch and machine placement is done in accordance to the aisle spaces

2. Safety Walkways/ Aisle movement are clear.


Placement of tools/ equipments on the shop floor is comparatively good.
Cleaning schedule followed.
Fire Extinguisher seal is missing

3. Visual Control Lanes and floors are marked.


Checking and packing instructions are there
4. Storage Storage and material handling is good.

5. Maintenance No regular maintenance.


No preventive maintenance

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 3: KULDIP OSWAL HOSIERY MILLS (P) LTD.

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work items separated, un- un-needed items developed, maintained, allowed in area. 1
area. needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe conditions. items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order 1
randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
the workplace. target) number of steps. items

Spills, waste, trash, etc. Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of
Shine produce unsafe are not cleaned on a cleaned daily. posted and maintained. and area occurs. dirt, grease & spillage 0
conditions. regular basis. have been eliminated.

No work methods or Methods of work Methods of work posted Methods of work Methods of work are
procedures documented. documented but not and consistently used by consistently used by all regularly reviewed and
Standardize 2
consistently used. some cell team cell team members. improved.
members.

No routine Occasional, unscheduled 5S activities conducted 5S assessment 5S assessment Root causes of problems
review/correction of 5S activity. on regular basis. conducted occasionally conducted on a regular revealed by 5S
unsafe conditions. and results posted. basis and recurring assessment are
Sustain 0
problems are identified. identified and
eliminated.

TOTAL SCORE 4 (MAX OF 25) 4

OVERALL 5S SCORE - 16 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
S.No Focus Area Current Status
1. 5s Not at all

2. Safety Fire extinguishers are indicated


Aisle/ walkway movements were blocked.

3. Visual Control Signage’s present but not followed.

4. Storage Key items have designated locations but still need to be organized

5. Maintenance No regular maintenance.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 4: DIKSHA KNITWEARS PVT. LTD.

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work items separated, un- un-needed items developed, maintained, allowed in area. 1
area. needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe conditions. items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order 2
randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
the workplace. target) number of steps. items

Spills, waste, trash, etc. Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of
Shine produce unsafe are not cleaned on a cleaned daily. posted and maintained. and area occurs. dirt, grease & spillage 2
conditions. regular basis. have been eliminated.

No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures documented. completely documented. documented but not and consistently used by consistently used by all regularly reviewed and
Standardize 1
consistently used. some cell team cell team members. improved.
members.

No routine Occasional, unscheduled 5S activities conducted 5S assessment 5S assessment Root causes of problems
review/correction of 5S activity. on regular basis. conducted occasionally conducted on a regular revealed by 5S
unsafe conditions. and results posted. basis and recurring assessment are
Sustain 1
problems are identified. identified and
eliminated.

TOTAL SCORE 7 (MAX OF 25) 7

OVERALL 5S SCORE - 28 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
S.No Focus Area Current Status
1. 5s Cleanliness done on everyday basis, but the segregation and tagging is not present

2. Safety Fire extinguishers are not indicated as of now.


Aisle Spaces are properly designated for easy movement.

3. Visual Control Not Present

4. Storage Key items have designated locations but still need to be organized

5. Maintenance No regular maintenance.


No preventive maintenance.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 5: AMARSONS INTERNATIONAL PVT LTD.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 5: AMARSONS INTERNATIONAL PVT LTD.

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work area items separated, un- un-needed items developed, maintained, allowed in area. 1
needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe items are placed randomly an organized manner. dedicated positions that retrieved within (cell adding/deleting indicators
Set in Order 0
conditions. throughout the workplace. are clearly indicated. target) seconds and (cell for needed items
target) number of steps.

Spills, waste, trash, Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of dirt,
Shine etc. produce unsafe are not cleaned on a regular cleaned daily. posted and maintained. and area occurs. grease & spillage have 0
conditions. basis. been eliminated.

No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures completely documented. documented but not and consistently used by consistently used by all cell regularly reviewed and
Standardize 1
documented. consistently used. some cell team team members. improved.
members.

No routine Occasional, unscheduled 5S 5S activities conducted 5S assessment 5S assessment conducted Root causes of problems
review/correction of activity. on regular basis. conducted occasionally on a regular basis and revealed by 5S assessment
Sustain unsafe conditions. and results posted. recurring problems are are identified and 0
identified. eliminated.

TOTAL SCORE : 2 (MAX OF 25) 2

OVERALL 5S SCORE - 8 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
S. No. Focus Area Current Status
1. 5s RM, FG, WIP are handled in obsolete manner. No proper place for lunch. Workers found eating at
the workplace. E.g Checking Tables.
2. Safety Walkways/ Aisle movement are restricted.
Poor placement of tools/ equipments on the shop floor causing safety hazard.
Cleaning schedule not followed.

3. Visual Control No visual control present and followed.

4. Storage Storage and material handling is poor.

5. Maintenance No regular maintenance.


No preventive maintenance.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 6: SAMMIT HOSIERY MILLS PVT. LTD.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 6: SAMMIT HOSIERY MILLS PVT. LTD.

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work items separated, un- un-needed items developed, maintained, allowed in area. 1
area. needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe conditions. items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order 1
randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
the workplace. target) number of steps. items

Spills, waste, trash, etc. Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of
Shine produce unsafe are not cleaned on a cleaned daily. posted and maintained. and area occurs. dirt, grease & spillage 2
conditions. regular basis. have been eliminated.

No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures documented. completely documented. documented but not and consistently used by consistently used by all regularly reviewed and
Standardize 3
consistently used. some cell team cell team members. improved.
members.

No routine Occasional, unscheduled 5S activities conducted 5S assessment 5S assessment Root causes of problems
review/correction of 5S activity. on regular basis. conducted occasionally conducted on a regular revealed by 5S
unsafe conditions. and results posted. basis and recurring assessment are
Sustain 0
problems are identified. identified and
eliminated.

TOTAL SCORE 7 (MAX OF 25) 7

OVERALL 5S SCORE - 28 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
S.No Focus Area Current Status
1. 5s Cleanliness done on everyday basis, but the segregation and tagging is not present
Stitching floor is cluttered and full of cut wastages.
2. Safety Fire extinguishers are indicated and present.
Aisle Spaces are properly designated for easy movement.

3. Visual Control Not Present

4. Storage Key items have designated locations

5. Maintenance No regular maintenance.


No preventive maintenance.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 7: ADINATH DYEING & FINISHING MILLS

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 7: ADINATH DYEING & FINISHING MILLS

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work items separated, un- un-needed items developed, maintained, allowed in area. 1
area. needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe conditions. items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order
randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
1
the workplace. target) number of steps. items

Spills, waste, trash, etc. Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of
Shine produce unsafe are not cleaned on a cleaned daily. posted and maintained. and area occurs. dirt, grease & spillage 2
conditions. regular basis. have been eliminated.

No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures documented. completely documented. documented but not and consistently used by consistently used by all regularly reviewed and
Standardize
consistently used. some cell team cell team members. improved.
3
members.

No routine Occasional, unscheduled 5S activities conducted 5S assessment 5S assessment Root causes of problems
review/correction of 5S activity. on regular basis. conducted occasionally conducted on a regular revealed by 5S
unsafe conditions. and results posted. basis and recurring assessment are
Sustain 1
problems are identified. identified and
eliminated.

TOTAL SCORE 8 (MAX OF 25) 8

OVERALL 5S SCORE - 32 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
S.No Focus Area Current Status
1. 5s No segregation of necessary and unnecessary items.
Demarcation of process areas present but not followed completely.
Work floor is not clean
2. Safety Aisle movements are marked and moderately restricted.
Fire extinguishers are clearly indicated.
Cleaning schedule not followed properly.
3. Visual Control Visual measures are present.
Information regarding the process isalso displayed.
Signages are present but not followed..
4. Storage Storage and material handling are moderately practiced.
Key items have designated place but still kept improperly.

5. Maintenance Regular maintenance of m/c.


Preventive measures are also taken to avoid the breakdown.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 8: J.M. HOSIERY MILLS (P) LTD.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 8: J.M. HOSIERY MILLS (P) LTD.

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work items separated, un- un-needed items developed, maintained, allowed in area. 1
area. needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe conditions. items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order
randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
1
the workplace. target) number of steps. items

Spills, waste, trash, etc. Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of
Shine produce unsafe are not cleaned on a cleaned daily. posted and maintained. and area occurs. dirt, grease & spillage 1
conditions. regular basis. have been eliminated.

No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures documented. completely documented. documented but not and consistently used by consistently used by all regularly reviewed and
Standardize
consistently used. some cell team cell team members. improved.
2
members.

No routine Occasional, unscheduled 5S activities conducted 5S assessment 5S assessment Root causes of problems
review/correction of 5S activity. on regular basis. conducted occasionally conducted on a regular revealed by 5S
unsafe conditions. and results posted. basis and recurring assessment are
Sustain 1
problems are identified. identified and
eliminated.

TOTAL SCORE 6 (MAX OF 25) 6

OVERALL 5S SCORE - 24 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
S.No Focus Area Current Status
1. 5s No segregation of necessary and unnecessary items.
Demarcation of process areas present but not followed completely.
Work floor is not clean
2. Safety Fire extinguishers indicated.
Aisle movements are moderately clear

3. Visual Control Signages and guidelines not present

4. Storage Items have designated locations but still need to be organised

5. Maintenance No regular maintenance

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
LEAN MANUFACTURING COMPETITIVENESS SCHEME
BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 9: EAKTA DYEING AND FINISHING HOUSE

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work items separated, un- un-needed items developed, maintained, allowed in area. 1
area. needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe conditions. items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order
randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
2
the workplace. target) number of steps. items

Spills, waste, trash, etc. Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of
Shine produce unsafe are not cleaned on a cleaned daily. posted and maintained. and area occurs. dirt, grease & spillage 1
conditions. regular basis. have been eliminated.

No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures documented. completely documented. documented but not and consistently used by consistently used by all regularly reviewed and
Standardize
consistently used. some cell team cell team members. improved.
3
members.

No routine Occasional, unscheduled 5S activities conducted 5S assessment 5S assessment Root causes of problems
review/correction of 5S activity. on regular basis. conducted occasionally conducted on a regular revealed by 5S
unsafe conditions. and results posted. basis and recurring assessment are
Sustain 1
problems are identified. identified and
eliminated.

TOTAL SCORE 8 (MAX OF 25) 8

OVERALL 5S SCORE - 32 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
S.No Focus Area Current Status
1. 5s No segregation of necessary and unnecessary items.
Demarcation of process areas present but not followed completely.
Work floor is not clean
2. Safety Fire extinguishers indicated.
Aisle movements are moderately clear

3. Visual Control Signages and guidelines present and moderately followed

4. Storage Items have designated locations but still need to be organised

5. Maintenance No regular maintenance

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 10: TUDOR KNITTING WORKS PVT. LTD.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
SPV UNIT 10: TUDOR KNITTING WORKS PVT. LTD.

5.1 5S Assessment

Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score

Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work items separated, un- un-needed items developed, maintained, allowed in area. 1
area. needed tagged. removed. posted.

Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe conditions. items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order 2
randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
the workplace. target) number of steps. items

Spills, waste, trash, etc. Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of
Shine produce unsafe are not cleaned on a cleaned daily. posted and maintained. and area occurs. dirt, grease & spillage 2
conditions. regular basis. have been eliminated.

No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures documented. completely documented. documented but not and consistently used by consistently used by all regularly reviewed and
Standardize 2
consistently used. some cell team cell team members. improved.
members.

No routine Occasional, unscheduled 5S activities conducted 5S assessment 5S assessment Root causes of problems
review/correction of 5S activity. on regular basis. conducted occasionally conducted on a regular revealed by 5S
unsafe conditions. and results posted. basis and recurring assessment are
Sustain 0
problems are identified. identified and
eliminated.

TOTAL SCORE 7 (MAX OF 25) 7

OVERALL 5S SCORE - 28 % (INDEXED TO 100)

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
S.No Focus Area Current Status
1. 5s Cleanliness done on everyday basis, but the segregation and tagging is not present

2. Safety Fire extinguishers are indicated and present.


Aisle Spaces are not properly designated for easy movement due to the space constraints.

3. Visual Control Present

4. Storage Key items have designated locations


Cutting room have designated spaces for the cut components

5. Maintenance No regular maintenance.


No preventive maintenance.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
INVENTORY
SPV UNIT 1: MINIKING KNITWEARS PVT. LTD

May Jun Jul Aug Sep Oct


Units 2010 2010 2010 2010 2010 2010

Total Inventory Rs. Crore 4.71 4.94 4.74 3.33

Sales Turnover Rs. Crore 1.91 1.72 1.92 2.07 2.04 2.36

SPV UNIT 2: PRUTHI INTERNATIONAL

May Jun Jul Aug Sep Oct


Units 2010 2010 2010 2010 2010 2010

Sales turnover Rs. Crore 1.98 1.92 2.22 2.82 1.80 2.11

SPV UNIT 4: DIKSHA KNITWEARS PVT. LTD.

May Jun Jul Aug Sep Oct


Units 2010 2010 2010 2010 2010 2010

RM Rs. Lakhs 29.1 53.5 50.58

FG Rs. Lakhs 58.11 85.40 44.30

WIP Rs. Lakhs 48.55 131.12 96.76

Total Inventory Rs. Lakhs 135.76 270.02 191.64

Sales Turnover Rs. Lakhs 46.44 61.97 57.16 77.78 66.98 113.42

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SPV UNIT 6: SAMMIT HOSIERY MILLS PVT. LTD.

May Jun Jul Aug Sep Oct


Units 2010 2010 2010 2010 2010 2010

Sales turnover Rs. Lakhs 66.54 106.68 105.58 97.22 90.41 72.86

SPV UNIT 7: ADINATH DYEING & FINISHING MILLS

May Jun Jul Aug Sep Oct


Units 2010 2010 2010 2010 2010 2010

Total Inventory Rs. Lakhs 69 68 69 70 70 72

Sales Turnover Rs. Lakhs 129 97 104 117 108 118

SPV UNIT 9: EAKTA DYEING AND FINISHING HOUSE

May Jun Jul Aug Sep Oct


Units 2010 2010 2010 2010 2010 2010

Total Inventory Rs. Lakhs 47.86 35.51 19.4 63.29 63.9 59.19

Sales Turnover Rs. Lakhs 64.74 85.79 89.67 114.21 112.99 139.80

SPV UNIT 10: TUDOR KNITTING WORKS PVT. LTD.

May Jun Jul Aug Sep Oct


Units 2010 2010 2010 2010 2010 2010

Sales turnover Rs. Crore 1.36 0.90 1.22 2.48 3.05 2.97

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108
QUALITY

SPV UNIT 1: MINIKING KNITWEARS PVT. LTD

Certification: ISO:9001 2008

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme No

Quality Circles No

Shop floor meetings No such meetings, production manager communiates with


the supervisor for the daily production and dispatch.

Monthly meetings No

Use of problem solving No


techniques

Continuous Improvement No formal practice and no records.


(Kaizen)

Cost of Quality No

Training on Quality tools, SOP of Quality and Cost of Quality could be given

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SPV UNIT 2: PRUTHI INTERNATIONAL

Certification: ISO:9001 2008

Star Export House Awrad (DGFT)

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme Does not exist

Quality Circles Not present

Shop floor meetings No

Monthly meetings No structured meetings with focus on quality, cost and


delivery.

Use of problem solving Nil


techniques

Continuous Improvement No formal practice


(Kaizen)

Cost of Quality Nil

Training on Quality tools, SOP of Quality and Cost of Quality could be given

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SPV UNIT 3: KULDIP OSWAL HOSIERY MILLS (P) LTD.

No ISO Certification

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme NO

Quality Circles NO

Shop floor meetings No Formal Meeting. Problems discussed when arises.

Monthly meetings NO

Use of problem solving NO


techniques

Continuous Improvement Working on it.


(Kaizen)

Cost of Quality NO

Training on Quality tools, SOP of Quality and Cost of Quality could be given

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111
SPV UNIT 4: DIKSHA KNITWEARS PVT. LTD.

No ISO Certification

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme NO

Quality Circles NO

Shop floor meetings No Formal Meeting. Problems discussed when arises.

Monthly meetings NO

Use of problem solving NO


techniques

Continuous Improvement Trying in an informal way.


(Kaizen)

Cost of Quality NO

Training on Quality tools, SOP of Quality and Cost of Quality could be given

LEAN MANUFACTURING COMPETITIVENESS SCHEME


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112
SPV UNIT 5: AMARSONS INTERNATIONAL PVT. LTD.

No ISO Certification

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme No

Quality Circles No

Shop floor meetings No such meetings, production manager communiates with


the supervisor for the daily production and dispatch.

Monthly meetings No

Use of problem solving No


techniques

Continuous Improvement No formal practice and no records.


(Kaizen)

Cost of Quality No

Training on Quality tools, SOP of Quality and Cost of Quality could be given

LEAN MANUFACTURING COMPETITIVENESS SCHEME


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113
SPV UNIT 6: SAMMIT HOSIERY MILLS PVT. LTD.

Certification: ISO:9001 2008

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme NO

Quality Circles NO

Shop floor meetings No Formal Meeting. Problems discussed when arises.

Monthly meetings NO

Use of problem solving NO


techniques

Continuous Improvement Trying in an informal way.


(Kaizen)

Cost of Quality NO

Training on Quality tools, SOP of Quality and Cost of Quality could be given

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
114
SPV UNIT 7: ADINATH DYEING & FINISHING MILLS

Certification: ISO:14001

National Award For Best Service (2008)

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme NO

Quality Circles NO

Shop floor meetings No Formal Meeting. Problems discussed when arises.

Monthly meetings NO

Use of problem solving NO


techniques

Continuous Improvement Trying in an informal way.


(Kaizen)

Cost of Quality NO

Training on Quality tools, SOP of Quality and Cost of Quality could be given

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
115
SPV UNIT 8: J.M. HOSIERY MILLS (P) LTD.

No ISO Certification

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme NO

Quality Circles NO

Shop floor meetings No Formal Meeting. Problems discussed when arises.

Monthly meetings NO

Use of problem solving NO


techniques

Continuous Improvement NO
(Kaizen)

Cost of Quality NO

Training on Quality tools, SOP of Quality and Cost of Quality could be given.

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BAHADUR KE CLUSTER, LUDHIANA
116
SPV UNIT 9: EAKTA DYEING AND FINISHING HOUSE

No ISO Certification

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme NO

Quality Circles NO

Shop floor meetings No Formal Meeting. Problems discussed when arises.

Monthly meetings NO

Use of problem solving NO


techniques

Continuous Improvement Trying in an informal way.


(Kaizen)

Cost of Quality NO

Training on Quality tools, SOP of Quality and Cost of Quality could be given

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
117
SPV UNIT 10: TUDOR KNITTING WORKS PVT. LTD.

No ISO Certification

Current Level of quality practices

Quality Practices Current Status

Suggestion scheme NO

Quality Circles NO

Shop floor meetings No Formal Meeting. Problems discussed when arises.

Monthly meetings NO

Use of problem solving NO


techniques

Continuous Improvement NO
(Kaizen)

Cost of Quality NO

Training on Quality tools, SOP of Quality and Cost of Quality could be given

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
118
DELIVERY PERFORMANCE

SPV UNIT 1: MINIKING KNITWEARS PVT. LTD

Delivery is always less than the demand for the product since production is not able to meet
the demand during peak season.

SPV UNIT 2: PRUTHI INTERNATIONAL

70% orders go on time

30% orders are delayed by 1 month on average

SPV UNIT 3: KULDIP OSWAL HOSIERY MILLS (P) LTD.

Delivery is always less than the demand for the product since production is not able to meet
the demand during peak season. In off season demand is met by the production.

SPV UNIT 4: DIKSHA KNITWEARS PVT. LTD.

They manufacture only around40 % of the total order so as to avoid any cancelations from the
distributor’s end.

SPV UNIT 5: AMARSONS INTERNATIONAL PVT LTD.

No specific planning done for production, thus deliveries are on the owner’s decision.

SPV UNIT 6: SAMMIT HOSIERY MILLS PVT. LTD.

80% on time delivery 20 % delays on delivery

LEAN MANUFACTURING COMPETITIVENESS SCHEME


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119
SPV UNIT 7: ADINATH DYEING & FINISHING MILLS

Job Work is done majorly, thus it is based on the deliveries schedule of the exporters

SPV UNIT 8: J.M. HOSIERY MILLS (P) LTD.

Job Work is done majorly, thus it is based on the deliveries schedule of the exporters

SPV UNIT 9: EAKTA DYEING AND FINISHING HOUSE

Job Work is done majorly, thus it is based on the deliveries schedule of the exporters

SPV UNIT 10: TUDOR KNITTING WORKS PVT. LTD.

During peak season only 20 % orders are able to be produced. In off season 100% orders are
delivered.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


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120
COMPARATIVE STUDY
OF SPV UNITS

LEAN MANUFACTURING COMPETITIVENESS SCHEME


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121
After seeing the individual data for all the units in terms of waste, 5S, Inventory and other
aspects. This Study is just to highlight where all of them stand in terms of comparison in
between themselves.

Please take a look at the various wastage study in terms of charts:-

1. OVERPRODUCTION

OVER PRODUCTION
3

2.5

1.5

0.5

0
SPV SPV SPV SPV SPV SPV SPV SPV SPV SPV
UNIT 1 UNIT 2 UNIT 3 UNIT 4 UNIT 5 UNIT 6 UNIT 7 UNIT 8 UNIT 9 UNIT 10

As the reader may observe that there is a difference in terms of over production in between the
SPV members themselves thus the project proposal would carry on to make them all come at
the same level and increase those who already have managed to cut down on over production.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


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2. WAITING TIME

Waiting time
3

2.5

1.5

0.5

0
SPV SPV SPV SPV SPV SPV SPV SPV SPV SPV
UNIT 1 UNIT 2 UNIT 3 UNIT 4 UNIT 5 UNIT 6 UNIT 7 UNIT 8 UNIT 9 UNIT 10

As most of the SPV unit members are at the same level the Benchmarking for the improvement
in this sector would be taken care of as per the factory in the Project Proposal.

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123
3. TRANSPORTATION

Transportation

0
SPV SPV
UNIT 1 UNIT 2 SPV SPV SPV
UNIT 3 UNIT 4 SPV
UNIT 5 SPV SPV
UNIT 6 UNIT 7 SPV
UNIT 8 SPV
UNIT 9
UNIT 10

Transportation is one of the major causes of worry amongst this cluster as most of them are
catering to Domestic Market and the demand and supply is fluctuating on the basis of the
Distributor’s call. Thus, to help reduce this we would be proposing a Training for all on how to
develop a Layout for CELL MANUFACTURING as some of them are already using it and an inter
firm visit would help solve the query.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
124
4. OVERPROCESSING

Over Processing
2
1.8
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
0
SPV SPV SPV SPV SPV SPV SPV SPV SPV SPV
UNIT 1 UNIT 2 UNIT 3 UNIT 4 UNIT 5 UNIT 6 UNIT 7 UNIT 8 UNIT 9 UNIT 10

As observed from the graph all the cluster member are at the same level vis a vis
Overprocessing, thus they all have to be trained on Quality aspects so as to move a piece Right
the First time.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


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125
5. INVENTORY

Inventory
3

2.5

1.5

0.5

0
SPV SPV SPV SPV SPV SPV SPV SPV SPV SPV
UNIT 1 UNIT 2 UNIT 3 UNIT 4 UNIT 5 UNIT 6 UNIT 7 UNIT 8 UNIT 9 UNIT 10

Inventory in process is one of the major causes of concern that one has to take care of, as most
of tailors are on piece rate system and do not care for the upkeep and maintenance of the
place. Thus, training has to be done so as to make the Operators and Owners come to an
understanding as to what should be the size of a bundle which right now is very large.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


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126
6. MOTION

Motion
3

2.5

1.5

0.5

0
SPV SPV SPV SPV SPV SPV SPV SPV SPV SPV
UNIT 1 UNIT 2 UNIT 3 UNIT 4 UNIT 5 UNIT 6 UNIT 7 UNIT 8 UNIT 9 UNIT 10

Motion in process is high and thus the training and projects proposed would be to help cut
down the motion of men, machine and pieces.

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127
7. DEFECTS

Defects
3

2.5

1.5

0.5

0
SPV SPV SPV SPV SPV SPV SPV SPV SPV SPV
UNIT 1 UNIT 2 UNIT 3 UNIT 4 UNIT 5 UNIT 6 UNIT 7 UNIT 8 UNIT 9 UNIT 10

As most of the units have high defective percentage training on cutting down defects and how
to keep a track of Quality Problem and preventive checks for quality would be imparted.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


BAHADUR KE CLUSTER, LUDHIANA
128
5S STUDY

5S
35

30

25

20

15

10

0
SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT
1 2 3 4 5 6 7 8 9 10

As seen from the above graph, most of the units are below 28% of 5S performance thus it could
be easy said that this whole cluster requires a major project on 5S and its training so that there
is a continuous improvement in terms of 5S.

LEAN MANUFACTURING COMPETITIVENESS SCHEME


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129
LAYOUT MARKING

Layout Marking
SPV UNIT 10

SPV UNIT 9

SPV UNIT 8

SPV UNIT 7

SPV UNIT 6

SPV UNIT 5

SPV UNIT 4

SPV UNIT 3

SPV UNIT 2

SPV UNIT 1

0 10 20 30 40 50 60 70 80

Few of the factories here have poor layouts and a project could be done with them on the
Layout change so as to have proper movement of goods, men and machine all through the
processes thus helping in timely deliveries and cutting on wastages.

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PROJECT PROPOSAL

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131