An Analysis of Pakistan’s Denim Product Process Compare to 5S Management System

Siddiqui Umair Ahmed*, Eunkyung Jeon

Department of Clothing & Textiles, University of Ulsan.

Introduction Results and Discussions

• The textile segment enjoys a fundamental position in the exports of Pakistan. In Asia, Pakistan is the 8th From above mentioned 20 personals we circulated a questionnaire in which asked about the major problems and
leading exporter of textile products. The input of this manufacturing industry to the total GDP is 8.5% and the issues. The most common replies we get as mentioned below:
industry offers employment to about 15 million people, 30% of the nation’s work force of about 49 million.
The yearly capacity of entire world textile trade is US $ 18 trillion which is mounting at approximately 2.5 Table 1: Identified Problems
percent annually.
Pre-
• Nonetheless, Pakistan’s allocation is less than one percent. Pakistan’s clothing industry and technologies, Department
Production
Production After Production
Suggested
especially manufacturing systems of denim product are labor intensive and of small scales, and the effort to No. Sample Office Actions
reduce the poverty and distribute appropriate income to Pakistan workers in the industry is badly needed. Problems Cutting Stitching Finishing Packing Store
Department area
• The purpose of this study is to investigate the types of management system using in apparel or denim 1 Unnecessary items 78% 84% 68% 90% 90% 100% 70% Sort
manufacturing process that Pakistanis engage in, and to analyze the current states, problems and to make some 2 Left over items 50% 80% 40% 50% 60% 100% 20% Sort
suggestion to improve current practices and systems to attain higher value profits. 3 Rejected samples on floor 70% 30% 60% 80% 90% 0% 60% Sort
• For development of textile and apparel field of Pakistan a study has been conducted in denim apparel sector 4 No floor marking 100% 60% 30% 80% 90% 100% 100% Set
which is contributing on a very large scale in Pakistan export. Furthermore; we analyzed and compared 5 No trolleys 90% 30% 20% 80% 84% 70% 92% Set
Pakistan denim industries management system using 5 S Japanese System (Shamsi, 2014; Khan & Islam, 6 No visual controls 78% 66% 40% 50% 50% 40% 30% Set
2013). 7 No defined pathways 94% 46% 34% 68% 84% 92% 26% Standardize
8 No racks and dustbins 58% 34% 30% 84% 80% 82% 10% Set
Challenges 9 Dust and stains 60% 86% 48% 70% 64% 84% 28% Shine
10 Need of Worker's trainings 88% 64% 88% 74% 92% 40% 68% Sustain
• Current states on Pakistan denim apparel manufacturing the problems turned out to be that there are too many
11 Files arrangements 78% 64% 86% 92% 68% 94% 94% Set
unnecessary items are lying on different places, rejected and preproduction samples on the production floor,
floor marking, labels, trolleys, visual controls, racks, dustbins, office files, pathways, worker’s trainings and
very important issue of stains and dust. Table 2: Remedies of above mentioned Problems
• From the surveyed data, we found that Green Productivity, Bench Marking, Solid and Liquid Waste
Management, deployment of Quality Management System and using technology to perform the entire function Sort Set Shine Standardize Sustain
in less time and with more productivity are few systems in which current Pakistani Denim industries are Level 1 Needed and not needed Items are randomly
Key work area items Work area methods are not Work area checks are
working. items are mixed through placed throughout the
checked are not consistently followed and randomly performed
(Just Beginning) out the working area. working space.
identified and are are undocumented. and there is no visual
unmarked. measurement of 5S.
Plan of Action Level 2 Needed and not needed
items are identified.
Needed items are
safely stored and
Key work area items to
be checked are
Work groups has
documented agreements
Initial 5S level has been
determined , and
• We suggested an action plan to improve the situations with 5S methods that has been adopted worldwide (Focus on Basics) Those not needed are organized according identified and for needed items, performance is
to transform the working condition towards excellence. As 5S’s implication it is expected reducing waste, removed from work area. to the frequency of acceptable organizations, documented and posted
increasing productivity, productive maintenance, TQM, inventory management and clear visibility of non use. performance levels and work area controls. In work area.
conformances at workplace the gap between the top and bottom levels of employees and develops a documented.
team work in Pakistan like as in Japan and other developed countries. Level 3 Initial cleaning has been Needed items are Visual controls and Work group has Work group is routinely
performed and sources of outlined , dedicated identifiers are documented agreements on checking area to
• In the end record the changes and standardize the process by putting it into a Standard Operating Procedure.
(Make it Visual) spills and messes are locations are properly established and marked visual control and labeling maintain 5S
Thus the implementation of the concept can bring improvements in compliance and efficient workflow due identified corrected. labeled and required for the work area, of items and required agreements.
to lesser machine breakdowns, lower defect rates, reduced inventory and effective problem visualization and quantities are equipments, files and quantities of needed items.
addressing them before they aggravate. determined . supplies.
• 5S is a Japanese quality management concept that was introduced and advised to practice in the factories for
creating a high quality, a highly productive and a safe working environment. 5S is a simple and systematic Level 4 Work area has Needed items in Inspection occurs Reliable methods and Sources and frequency
documented working area are during daily cleaning standards for housekeeping of problems are
five step Japanese approach for clean, neat, properly organized workplace through employee’s initiatives.
(Focus on housekeeping minimized in of work areas and , daily inspections and work documented as part of
It should be gradually adopted and than it will become the habit. It is an acronym for five Japanese words Reliability) responsibilities and numbers and are equipment and place agreement are routine work, root
and in English it can be translated like sort, set, shine, standardize and sustain. schedules and properly arranged for supplies. documented and followed causes are identified,
• 5S can provide a solid foundation for other productivity and quality programs such as Total Quality assignments are retrieval and use. by all members of the work and corrective action
Management, Total Productive Maintenance, Waste Reduction and Just in Time Production and Inventory consistently followed. group. plans are developed.
Management. 5S reduces the gap between the top and bottom levels of employees and develop a team work.
Level 5 Cleanliness problems are Needed items can be Potential problems are Reliable methods and Root causes are
identified and mess retrieved with in 30 identified and counter standards for eliminated and
(Continuously prevention actions are in seconds and require measures and housekeeping, daily improvement actions
For unnecessary items: Improve) place. a minimum number documented. inspections, and work place focusing on developing
of steps. agreements are shared and preventive methods.
1. SORT are used through out similar
1. Sorting: Items of no value.
work areas .
When in Doubt Move it Out 1. Action: Throw away immediately.
2. Sorting: Items of some value.
(Red Tag Technique) 2. Action: Relocate or sell. • After initial discussions and then suggested actions as mentioned level wise the total acceptance percentage seems
3. Sorting: Items required Special disposal.
3. Action: Look for an in expensive way for disposal.
quite satisfactory which is around 88%.
100

2. SET For necessary items:

90

A place for Everything & 1. Sorting: Items used constantly.

80

everything in its place 1. Action: Must be placed near by.

2. Sorting: Items used occasionally. 70
2. Action: Can be placed further away.
3. Sorting: Items not used frequently but still in use. 60

3. Action: Must be stored separately in a designated place.

3. SHINE 50

Clean and inspect or inspect For company’s image & employee’s health: 40

through cleaning • Organize a big cleaning day once or twice a year that involves everyone. 30

• Set aside some time each day to clean workplace. Cleaning work is easier and faster
when done daily as the dirt accumulated would be minimal . 20
• Employees to be made responsible for the cleanliness of their own immediate work
areas.
10
• Conduct regular cleaning of machines and tools that are in use. This would be a good
4. STANDARDIZE starting point for productive maintenance because clean machinery and equipment
encounter fewer breakdowns. 0

Makeup the rules, follow

and enforce them Entire Organization follows same rules: f

Unnecessary items Left over items Rejected samples on floor No Floor marking No trolleys

• Create a cleaning system for house keeping. For example, make a weekly schedule for No visual controls No defined pathways No racks and dustbins Dust and stains Need of worker’s training Files arrangement

cleaning and organizing the workplace .

• Form 5S teams among the various departments to brainstorm on possible housekeeping Graph 1 : Remedies of problems (acceptance in percentages)
projects. These will help in creating a sense of ownership and participation among the

5. SUSTAIN
employees. The achievements by these teams should be exhibits to both management
and colleagues to share their experience.
• Organize inter-departmental competitions on housekeeping.. Also it will help
Part of daily work and it to create new ideas on visual control to be implemented resulting higher productivity.
becomes a habit Total participation is must to sustain 5S Management System:
The organization should train all the employees and develop a company culture whereby good
housekeeping becomes a habit for everyone. Following are some ways to implement it:
• Every one should play an effective role in housekeeping efforts at the workplace to set
good examples for others to follow.
• Plan a comprehensive training on 5S and implement it .
• With continuous improvement in mind the changes brought at workplace to convince employees and cr
eate positive attitude towards 5S.
Method • Create a 5S culture where everyone willingly participates and give rewards on good practices.
•For the research on technology and industry of denim management system, we surveyed through questionnaires
and emails, discussion with 20 different personals who are involved in Denim industries of Pakistan.
• We selected intermediaries ( Buying / Liaison offices ) like Euro Centra; German company Wunsche’y Group
Liaison office in Pakistan (Karachi), renowned Textile Testing Services company working world wide(SGS Pakistan
Office, Karachi Company's representative office, Beximco Company; Brand name Yellow(Pakistan representatives
Office; Karachi) Company’s representative office (Avery Denison, USA; Karachi’s office), Academicians from
Pakistan’s top Textile and Apparel Universities ( National Textile University, Faisalabad, Textile Institute of
Pakistan and Pak-Korea Garment Technology Institute; Karachi) Local CMT Units (Executive Plus), Entrepreneurs
from Textile and Clothing (Embelle Textiles and Cartel Design Studio) and last but the not the least and the most
important sector that is Pakistan’s Denim Industries & their representatives on top management positions like Rajby
industries (Karachi)Medline Industries, Siddiq Sons (Karachi) and El Corte Ingles (Karachi representative office)
(Figure 1).
Conclusion
• In Summary, it is observed that Pakistan’s apparel industries especially denim stitching units are focusing more on production
systems neglecting quality. Pakistan had always strong textile industry due to historical reasons and an abundance of cotton .
With over 380 million meters produced and over 150 million meters of denim fabrics being exported by Pakistan in 2009-10
denim is probably the most important segment of the Pakistani Textile Industry.
•In a recent report Dr .Noor Ahmed Memon (renowned Textile expert and academician) from Pakistan mentions that top global
denim fabric exporting countries are China, followed by Hong Kong, Turkey, Italy, Pakistan, the USA, India, Japan, Spain and
Brazil.
• Together, these countries accounted for as much as 83% of world denim fabric exports. Almost all of these countries witnessed
a decline in their denim fabric exports in 2009-10. The only exception was Pakistan, whose exports rose by a remarkable 75%
during the year 2009-10. On the other hand export of cotton denim fabrics from Pakistan increased from 45 million sq meters in
2005-06 to 229 million sq meters in 2009-10, thus showing an average increase of 50% per annum in terms of quantity.
• The challenge for mills from Pakistan would be to find destinations for denim fabrics as shipments to Turkey go down. Also,
The continuously depreciating currency of Pakistan has helped in maintaining the competitiveness of the industry but it is not a
factor which can be depended upon for long . Some mills in Pakistan have definitely tried to invest heavily in product
development and innovation and this is probably the best way which will keep the industry going strong in the coming years.
• Along with these external environment dependencies the Pakistan’s Denim Clothing can do some basic working as per our
suggested remedies level wise (as per table no. 2) can easily bring some positive change in Pakistan’s denim clothing industry
which definitely help in increasing exports & employment generation.
• Management system which causing them unproductive and not a safe working environment for workers either they are
working as labor, managers or upper managers. By implementing this 5S system can bring drastic improvements in compliance
related issues and improve productivity of machines and workers.

YELLOW
References
1. Khan, A.M., and Islam, M.M. (2013). Application of 5S System in the Sample Section of an Apparel Industry for Smooth
Sample Dispatch. Research Journal of Management Sciences. 2(7). 28-32.
2. Shamsi, H.S.(2014). 5S Conditions and Improvement Methodology in Apparel Industry in Pakistan. IOSR Journal of Polymer
and Textile Engineering 1(2). 15-21.
Figure 1: Surveyed Company