INDEX

S.NO TOPICS PAGE NO

Cover page
Certificate
Acknowledgement

1.0 Lean-Introduction 01
2.0 Benefits of Lean 01
3.0 Lean practices at Shahi Exports Pvt. Ltd. 02
3.0.1 5S 03
3.0.2 Kanban 06
3.0.3 Root-cause analysis 15
3.0.4 Lean KPI 16
3.0.5 TPM(Total Productive Maintenance) 17
References
1.0 Lean-Introduction

 Lean often referred to as Lean Manufacturing or Production is the systematic method to

eliminate waste in any manufacturing unit.
 From the customer’s perspective, “value” is the process for which the client would be
willing to pay for any product or service.
 It is a tool which helps to identify and eliminate waste. By eliminating the waste it improves
the quality while the cost and production time are reduced.
 The philosophy of Lean Manufacturing has been derived from Toyota Production System.

Production

Processes QA

Continuous
Operations Improvement

Machine

Resources Space

Man

Fig 1- Aspects of the organization touched by lean

2.0 Benefits of Lean

Lean as a manufacturing philosophy aims at the following benefits:
 It creates robust inter-dependent support system for all components of operations.
 Reduces the administrative cost entailed in other popular methods.
 Focuses on waste reduction.
 Specifically emphasizes on unnecessary cost generating points.
 Impart a better control over day to day activities.
 Reduces the cycle time.
 Implements socially answerable techniques.
 Promotes environment friendly practices.
 Potentially acts as a powerful tool for competitive coexistence.

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3.0 Lean Practises at Shahi Exports Pvt. Ltd.
The lean tools implemented at Shahi Exports Pvt. Ltd. are as follows –
 5S
 Kanban
 Root Cause Analysis
 Lean KPI
 TPM-Total Productive Maintenance

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3.0.1 Lean Tool: 5S (Seiri-Seiton-Seiso-Seiketsu-Shitsuke)
Description:
The 5S concept has its origin in japan in the later part of the 20th century. The logic behind the
5S practices is that organization, neatness, cleanliness, standardization and self-discipline at
the workplace can help production of high quality products and delivery of high quality
services with little or no waste and with high productivity.
5 S stands for –

1. Seiri (Sort) – “When in doubt, throw it out”

It is an action to identify and sort the available items at workplace as wanted and unwanted
items.
It involved removal of old unwanted items like worn out files, expired receipts, waste papers,
broken stationary items and dumping them in a carton box.
The whole idea behind doing this is prevention of overcrowding caused by unnecessary items.
The items sorted are classified as low use, average use and high use items.
01. Low use items  Items that are used once in 6 months or a year.
 These are kept at the left side of workstations.
02. Average use items  Items that are used once or twice in 2 months
 These items are kept in the center of the workstation.
03. High use items  Items that are used frequently.
 These items are kept on the right side of the workstation.

Implementation steps:
 The “Before” picture is clicked.
 All wanted and unwanted materials are segregated in all zones.

2. Seiton (Set-in-order)-“A place for everything, and everything in its place”

 After the things are sorted out, the next step is to set the things in order of their use.
 The old files are kept in the lower most drawer and little things like cello tape, stapler,
stapler pins, file-clips, pens, pencils are kept on the top of the table.
 The drawers and cupboards are labelled for convenience.
 A pencil stand is used to place the pens, rulers etc.
 Forms, envelopes etc. are placed on trays.
The ultimate goal is that if anyone needs something they could get it within 30 seconds at their
workstation.

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Implementation steps:
 All the materials are identified by Name/Number/Color Code etc.
 A suitable storage place is designed and these places are fixed for storing each items
depending on the frequency of usage.

3. Seiso (Shine)-“The best cleaning is no need of cleaning”

 This includes not waiting until the workplace gets dirty.
 The workplace should be cleaned on regular basis so that they don’t get a chance to get
dirty.
 At Shahi, there was an alarm at the interval of every one hour which instructed the operators
to sweep the workplace and get rid of the threads, remnants etc.
Implementation steps:
 A cleaning schedule is prepared for all the zones covering –
 Where to clean? -Area
 What to clean? - Item
 When to clean? -Frequency
 Who has to clean? -Responsibility
 How to clean? -Method & Cleaning tool or kit

4. Seiketsu (Standardize) – “See and recognize what needs to be done”

 It involves creating guidelines or standards to keep the work area organized, orderly and
clean.
 The standards should be made noticeable .By doing this, it will be helpful for others to
follow.
Example: Putting the label of “Personal” on one of the drawers where one keeps his/her
personal documents, so that no one else other than that person could open it.

Implementation steps:
 Various activities of 5S are listed out stating “Following things to be standardized :”

5. Shitsuke (Sustain) – “The less self-discipline you need, the better”

 This is a condition which ensures that we follow the above mentioned steps on a regular
basis as a way of life.
 There is no point of cleaning if one cannot maintain the same. So, once we have set the
standards and methods, it becomes our duty to review it from time to time.

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Implementation steps:
 5S chairman and Zone leaders should monitor all the 5S activities continuously.
 Work discipline created with the help of employees working in particular area to suit the
requirement.

5S practices at Shahi Exports Pvt. Ltd.

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3.0.2 Lean Tool: Kanban (Kan= card; Ban=signal)
Description:
 It is a technique of work and inventory release.
 Within this system, workstations located along production lines only produce/deliver
desired components when they receive a card and an empty container, indicating that more
parts will be needed in production.
 In case of line interruptions, each workstation will only produce enough components to fill
the container and then stop.
 In addition, Kanban limits the amount of inventory in the process by acting as an
authorization to produce more inventories. Since Kanban is a chain process in which orders
flow from one process to another, the production or delivery of components are pulled to
the production line, in contrast to the traditional forecast oriented method where parts are
pushed to the line.
 Kanban cards act as a form of “Currency” representing how WIP is allowed in a system.

Physical signalling of Kanban

In Shahi Exports, various types of physical Kanban are used on the production floor. Each
company exercises their own innovative physical Kanban based upon their products that are
manufactured on the floor. The physical Kanban that are used in this company is illustrated
below:

Kanban cards

Fig 2- Kanban cards

Kanban using cards signal often follow the routines below:

 A card is placed with the completed production container.
 The container with its Kanban card is then moved into a staging area to wait for use.
 When the container is moved to production work center for use, the Kanban card is pulled
from the container to signal consumption.
 The Kanban card is then placed in a cardholder or Kanban post, to await transit back to the
production line.

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 When the Kanban card returns to the production line, it is placed in a cardholder that has
been set up to provide a visual signal for operation of the line.
 The Kanban card sits in the cardholder waiting to be attached to a completed production
container.
 The Kanban cards illustrated here mainly concern the concept used in Toyota production
system. Individual company could do any verification regarding of its own condition.
However, this Kanban card is more useful in assembly line than other type of production
line.

Kanban boards
 Kanban boards simply use magnets, plastic chips, colored washers, etc. as signals.
 The objects represent the items in inventory- backlog, in-process inventory.
 It helps to visualize the workflow, limit WIP and measure the lead time. Each firm could
develop the column detail according to its own production condition.

Fig 3- Kanban board

The two columns stands side shows the product backlog and finished products. And the column
in between illustrate the sequence processes. The stick notes are updated by operators going
from backlog to finished products. To determine what gets produced next, operators just look
at the board and follow its rules.

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Look-see

Fig 4- Look see

Whenever possible, the Kanban signal should rely on the most reliable sensor- eyes. This form
of Kanban signal is called a “look-see”.
It consists of visual signals such as floor markings or signs that tell us at a glance when to
replenish the item. The basic rule with a look-see signal is that if one can see the yellow signal,
then it’s time to replenish the item. The red, or danger, signal is also integrated into this scheme.
A special case of look-see signal is the use of containers as the signal. The container is
specifically marked to show the part number and the production quantity. When the container
returns to the production process, it goes back into the queue. Whenever one has accumulated
a certain quantity of containers, this constitutes the yellow scheduling signals. The production
operator will know what and how much to put into the container based on the information or
standards set for specific part number.
 In green level -No action.
 In yellow level – Scheduling; Signalling.
 In red level – Take immediate action.

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When transferring this macro philosophy into daily implementation, Kanban could be broken
down into two main components:
 Production scheduling process (before putting orders into production line);
 Kanban implementation through production line.
So far it is easy to realize that the concept of Kanban in Shahi Exports has much wider boundary
than the Kanban as usually known. It is not just a visual tool but also a business tactical
philosophy which involves the firm’s manufacturing strategy as well its business strategy.

Physical Signalling of Kanban

In Shahi Exports, various types of physical Kanban are used on the production floor. Each
company exercises their own innovative physical Kanban based upon their products that are
manufactured on the floor. The physical Kanban that are used in this company is illustrated
below:
1. Calculation of Kanban size
The Kanban system which is followed in this organization is followed by a cycle which is
known as Kanban Cycle. A Kanban Loading plan is made before loading Kanban card to the
batch which is made as per packing list. The number of units should be of Takt time equivalent
to one hour and multiplies of carton size.
Kanban Calculation:
1 Kanban + No. of workstation * 3 units + 1 Kanban
Eg: 35 Workstations
35 * 3 units = 105 units
Kanban size = Takt time output = 75 units
Ratio = 12 units /carton
Hence, 75 /12 = 6 units (9 approx.)
Kanban size = 6 carton * 12 =72
Hence, 72 + 105 + 72 = 249 /72 = 4 (9 approx.) Kanban
Minimum of 3 Kanban should be kept ready in cutting for ready to load and cutting section
should display WIP Kanban on the cutting table. Moreover every Kanban needs to be
completed as per loading quantity and offered for quality specifications and carton audit.

2. Physical Kanban and its standard working rules

After the production scheduling process is completed, the generated Takt decision is transferred
into production line by the physical Kanban. There are several physical Kanban used in Shahi
Exports, Bengaluru: Kanban card, Kanban dashboard with Andon system, Kanban loading and

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input book. These physical Kanban are expected to work as a system to enable the production
flow.
3. Kanban cards
Kanban card is a color paper which goes together through production line from cutting
supermarket till packing the garments to cartons. There are three kinds of color Kanban cards
which represents different flow of information from one process to the other. Kanban cards
travel with the production item and identify the style number, Line number, Kanban number,
color and quantity issued. Kanban cards serve as both a transaction and communication device.
The following figure shows a Kanban card used between processes:

Blue kanban is displayed when bit parts are available in cutting.

White kanban is displayed on cutting table and end of line which indicates that the packing
list is adhered.

Pink kanban is displayed on cutting table and end of line which indicates that the packing
list is not adhered.

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Yellow kanban is displayed on warehouse which indicates there is garment wash after sewing.

Kanban Dashboard

Fig 5-Kanban dashboard

The Kanban dashboard is located outside cutting supermarket on the production floor. It
guesses the status of the available bits for cutting. The blue Kanban cards are displayed on the
dashboard which has the information of that particular style. The Kanban dashboard uses
column to show line number and on system. The indicator of and on will blink when particular
line will require bits, supermarket in charge instantly transferred bits to the cutting table. The
responsible persons are supermarket in charge, cutting manager and supervisor and batch
supervisor.

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 The supermarket in-charge display the blue Kanban cards by writing style number,
quantity, color, Kanban number and mark the micro-cut plan with the highlighter.
 Cutting Manager review the dashboard of the available bits and monitor the cutting table.
 When there is availability of bits on the cutting table press the switch off and on and
dashboard light blinks to instruct the in charge of issuing the bits to cutting section.

Kanban Loading & Input Book

 Kanban loading and Input Book is an assistant tool for Kanban card which keeps the record
of loading Kanban to the batch and completion of that Kanban.
 The feeding helper which maintains the record of those two books and it is the
responsibility of his/her to watch daily loading and completion of Kanban.
 By observing the two books anyone can find the loaded quantity, WIP of the line, which
Kanban is taking much time to operate.

Fig 6-Kanban loading & input book

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Kanban SOP at Shahi
1. Order allocation by central planning to the factory.
2. Preparation of Line plan by the Factory planner.
3. Order follow up by the concerned PPC executive on Fabric flow, trims availability, PPE &
PCD meet up.
4. Receiving & issue of the style folder along with sample to the floor.
5. Packing list preparation by the packing in charge and confirmation of the same by PPC.
6. Preparation of Micro cut plan based on packing list & style folder by.
7. Following up of the micro cut plan in biting & respective floor cutting sections through
cutting Incharge
8. Preparation of Kanban plan & Carton tracker by floor execution person based on the micro
cut plan. Kanban size not to exceed 90pcs.
9. Loading as per the Kanban plan in ratio/solid as required.
10. Confirming on the availability of trims & accessories upto cartons with the PPC for issuing
color code in Kanban cards by floor execution person
11. Biting starts as per the micro cut plan & updation in the sheet & lay slip.
12. Sending the bits of washing with identification of tags for lot wise & size wise.
13. Receiving of washed bits from washing section & Bit segregation lot wise & size wise.
14. Preparation of Blue Kanban card for the bundled washed bits.
15. Displaying of the Kanban cards in the Biting section to indicate the washed bits availability
for cutting.
16. Issue of the bits to the floor cutting section along with the Blue Kanban card and updating
them in the register.
17. As per the serial mentioned in the micro cut plan, cutting starts & updation in the sheet.
18. Numbering/ sorting & bundling of the Cut panels as per the Kanban plan.
19. Preparation of White/Pink Kanban card based on the Kanban plan.
20. Storing the Kanban in bundle form in the supermarket & displaying the card in the
dashboard to indicate feeding availability for sewing lines.
21. Issue of Kanban to the batch & updating the same in the Kanban loading book (supermarket
person), Line loading Book (Feeding helper) & Carton tracker sheet (Supermarket person).
22. Preparing buffer Kanban in the supermarket style wise/ size wise in case of replenishment
for garment rejections/ re cutting. Buffer-Kanban should not exceed 5 per batch.
23. If in case of rejections/ re cutting, the panels (or) garments are replaced from the cutting
section by issuing the buffer Kanban after returning the damage piece.

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24. Number of Kanban in a line will be decided on the following basis:
 Number of workstations * 3 piece per workstation
 One Kanban at loading point
 2 Kanban at the end of line for audit
 In case of value addition process style 2 extra Kanban will be given apart from the
above.
25. Kanban Audit as per AQL norms by the auditor.
26. White Kanban garments will be sent to CTPAT. Pink Kanban garments will be sent to Hold
Area/ Warehouse.
27. Sealing of the Kanban card after the receiving at the appropriate location.
28. Updation of the closed Kanban in the carton tracker sheet at CTPAT.
29. Returning the Kanban to the supermarket after updating in the Line loading book & Kanban
Loading book.
30. Kanban reconciliation at the end of the day with the loading books

Note:
CTPAT stands for Customs Trade Partnership Against Terrorism which ensures that highest
standards of safety and security regulations are applied at all levels of manufacturing and
transportation process.

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3.0.3 Lean Tool: Root Cause Analysis
Description:
A thorough root-cause analysis helps to identify, sort and display possible causes of a specific
problem or quality characteristic.
This can be done by using various tools like Ishikawa diagrams and the 5 Why Analysis etc.

Ishikawa Diagram (Cause and Effect Diagram):

Fig 7-Ishikawa Diagram used at Shahi

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3.0.4 Lean Tool: Lean KPI
Description:
Every week Shahi conducted a meeting on Lean wherein various parameters related to waste
(minute lost) and productions were reported in a Lean KPI format.
The main parameters recorded were –
 Style Detail
 First hour production
 Efficiency
 Cost/Min
 Earned minute
 Manpower details
 Production
 Pieces/operator
 Incentives earned/operator
 Minutes Lost

Fig 8-Lean KPI format at Shahi

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3.0.5 Lean Tool : TPM (Total Productive Maintenance)

Description:
TPM is basically a low-cost people intensive system for maximizing equipment effectiveness
by involving entire company in a preventive maintenance program.
 Total: All-encompassing by maintenance, production individuals working together.
 Productive: Production of goods, service that meet or exceed customer’s expectations.
 Maintenance: Keeping equipment, plant in as good as or better than the original condition
at all times.

Implementation:
At Shahi, there are 5 sub-divisions of TPM department:
 CMD (Central Maintenance Department)
 Batch Maintenance
 Folders and fabrication
 Utility and Project
 Safety

CMD:
The central maintenance department is concerned with the issue of machines and prevention
of their breakdown.
The main responsibilities of CMD are as follows:
 Installation and commissioning of new machines.
 Research and development in the field of machinery.
 Implementing planned and autonomous maintenance.
 Batch setting and overhauling.

Batch Maintenance:
 This division is involved in the maintenance of machines in all the batches.
 There is 1 supervisor assigned for every 120 machines.
 The mechanic is involved in planned maintenance i.e., servicing of machine from time to
time.

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Folders and Fabrication:
 This division is basically concerned with the construction of folders.
 The folders which are prepared are manually fabricated by using different tools and sheets
of varying thickness.
 This helps in carrying out many operations at a single machine.

Utility and Project:

 This subdivision basically takes care of the generator, air conditioners and steam-line for
iron and air-line for pneumatic machines.
 It is also responsible for providing different projects from time to time.

Safety:
There are 3 steps followed:
 General safety, which consists of fire extinguishers and smoke detectors.
 Human safety, which consists of needle guard, eye guard etc.
 Product safety, which consists of needle detector machines.

Fig 9- Batch wise Machine Breakdown Times

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 Fig 10- Machine history card

Fig 11- Machine Inward Details

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Fig 12- Master list of machineries

Fig 13=Material Requisition form

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Fig 14- Preventive Maintenance Schedule

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References
 David J. Lu. (1989) kanban Just In Time at Toyota, Japan Management Association.
 Textile Review: Quality Improvisation of Apparel Industry using 5S system.
 Lean Manufacturing –The way to manufacturing excellence
 Shahi exports Maintenance department.
 Shahi exports Industrial engineering department.
 NIFT logo trademark-National Institute of Fashion Technology –https://www.nift.ac.in

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