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![ Initial Brain Storming Session to identify the requirement
Prepare VSM & STW for the current state
Material preparation at WH
RM Issuing
Water spider - Module / Input loader - RM to Module
Layering, cutting , Bundling Processes
Cut Kit issuing
Audit the Cutting
RE -CUT and MRN
Time Study
Allocate lace cutting operators for the 1st block
Implement WIP boards at cutting tables
Standardized the cutting tables
Design trolley for water spider
1. Standardise the Material Flow Process in Ware house , Cutting &
Module based on the requirement [Specify the Days & Volume]
* Done by us](https://image.slidesharecdn.com/8tnduwmq8gmgdkjisdzv-signature-a17f4da677e14c84949a5a6a8727c913389b24dfe22c0f819f05d4efd6bd71d8-poli-180611204315/75/Brandix-Apparel-India-Apparel-Internship-21-2048.jpg)
![ Introduce Mechanism to serve the fabric & trims from W/H to cutting
table & module
Optimize the marker Length
2. Implement effective method to calculate safety stock levels that
incorporate the accuracy of required WIP [ Sub KPI - Reduce Stock Level]
* Done by us](https://image.slidesharecdn.com/8tnduwmq8gmgdkjisdzv-signature-a17f4da677e14c84949a5a6a8727c913389b24dfe22c0f819f05d4efd6bd71d8-poli-180611204315/75/Brandix-Apparel-India-Apparel-Internship-22-2048.jpg)
Uploaded byAbhishek Raj
Brandix Apparel India - Apparel Internship
The document summarizes an apparel internship report from three interns at Brandix Apparel India. It discusses several projects completed during the internship, including standardizing material flow processes, developing a time calculator for the cutting section, and increasing efficiency of production modules. Mentors provided guidance on the projects which aimed to reduce waste and improve productivity at the apparel manufacturing facility.
In this document
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Introduction to the Apparel India project, presenting internship details including the Brandix Group.
Overview of Brandix Group, Sri Lanka's largest apparel exporter, company values, and structure.
Information on BIAC, its establishment, land area, ISO certification, and companies operating there.
Details on Brandix Apparel India, its production capacity, structure, and manufacturing process.
Outline of projects covered during internship, including mentors assigned to students for guidance.
Objectives and proposed methods for standardizing material flow in the manufacturing process.
Details on implementing mechanisms to optimize material flow, including specific actions taken.
Results from implementing the Material Flow Project including measures like the Water Spider system.
Implementation of new tools and layouts for efficiency improvements in the production process.
Standardized areas for input, output, and cutting processes for improved operational efficiency.
Objective and methodology for developing a time calculator to streamline cutting processes.
Objectives and methodologies for standardizing sewing operations focusing on lean practices.
Understanding GSD for standard time calculations, identifying existing faults in worksheets.
Digitalization efforts, outcomes from standardizing sewing time and procedures for operators.
Strategies and proposals for increasing efficiency in speed modules, addressing production challenges.
Objectives and proposed changes to unify manpower for material transportation within modules.
Overview of extra initiatives taken to improve standardization processes and personal experiences.
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Brandix Apparel India - Apparel Internship
- 1. Apparel India Unit-1 National Instituteof Fashion Technology, Chennai Presented By: Abhishek Raj Sarthak Sagar Shriya Arora NIFT, Chennai Apparel Internship Report (May 26th to August 29th ) 2015 Department of Fashion Technology
- 2. Brandix Group Brandix India Apparel City Brandix Apparel India Weekly Report Projects Covered Mentor Details Project Details Material Flow Project Time Calculator for Cutting Section Standardisation of Sewing Operations Increasing Efficiency of Speed Modules Uniflow Project Extra Activities Brandix Experience Contents
- 3.
- 4. The BrandixGroup is the largest exporter of apparel in Sri Lanka. Started in 1972 as a Shirt’s manufacture in Sri Lanka Approx. $400 million annual turnover Values: Integrity Teamwork Customer Service Learning & Development Ownership & Commitment Vision: To be the inspired solution for branded clothing Brandix Group
- 5. Group Included: Brandix Asia Brandix Apparel Brandix Apparel Solutions Limited(BASL) Casual Intimate Apparel Essentials Lingerie Finishing Brandix India Apparel City Brandix Apparel India Brandix Casual wear Bangladesh Ltd Brandix Textiles Brandix i3 Brandix College of Clothing Technology Brandix Group
- 6. Apparel India Unit-1 Brandix IndiaApparel City
- 7. BIAC isfirst in the world to support a fully integrated vertical supply chain Fibre to Store Concept Brandix India Apparel City
- 8. Established in2005 at SEZ, Atchutapuram, Visakhapatnam Land Area Covers 1000 acers Received ISO 14001:2004 EMS certification in 2011 Environment friendly and sustainable campus Follow CTPAT – Customs-Trade Partnership Against Terrorism Presently running Companies in BIAC campus: Brandix Apparel India Seeds Intimate Apparel- Bras and Brallets Quantum Clothing - ladies innerwear and men’s shirts Ocean India - fabric mill for knitting, dyeing and printing Pioneer Elastics - China based company manufacturing and dyeing narrow elastic Thermax- Providing energy solutions for other manufacturing units Screenline Printing - printing services Shore to Shore- Manufacturing tags and labels S & S- manufacturing underwires for bras Vardhman – Threads Suppliers Brandix India Apparel City
- 9.
- 10. First factoryin BIAC. Single largest exporter of underwear from India 3,700 Employees Two shift operation Land Area : 13.5 Acres Built Up Space: 146,000 sq. ft. Production capacity: 4.5 million pcs/month Current Customers: Victoria’s Secret LOGO Victoria’s Secret PINK Brandix Apparel India Unit-I Apparel India
- 11. Brandix Apparel India Unit-I BAI-I Manufacturing Sewing Cutting FinanceHR/Admin CSR/Welfare Supply Chain Management Raw Material Warehouse Sourcing IT Training Quality Planning IE R&D - BCIP Finished Goods Organisational Structure:
- 12. Brandix Apparel India Unit-I Fabricin - house Fabric inspection Fabric relaxation Marker preparation Layering Cutting process Cutting Audit Bundling Feeding to Module Production In-line Quality checking Packing Audits Shipment Manufacturing Process Style conformation (at Sri Lanka) Sample approval (at Sri Lanka) Receiving the order Planning Sourcing - Placing order for raw material Ware house Cutting Production sewing Finished goods Logistics
- 13.
- 14. Material FlowProject (Implemented) Time Calculator for Cutting Section (Proposed) Standardisation of Sewing Operations (Implemented) Increasing Efficiency of Speed Modules (Proposed) Uniflow Project (Proposed) Extra Activities Digitalised and Improved VSM Future and Current State (Implemented) Standardise Production Control Board (Implemented) Standardise SQDCM Board (Implemented) Prepare One Piece Flow Card System (Trial Run) Standard Andon Process (Implemented) Projects Covered
- 15. Mr. Gayan Lekamge GeneralManager Mr. Senthooran Sivasubramaniyam Manager- Industrial Engineering Mentors Alotted to: Abhishek Raj Sarthak Sagar Shriya Arora Alotted to: Shriya Arora
- 16. Mr. Greg Wooten LeanConsultant BEM, USA Mr. Shankha Jayasinghe Asst. Manager- Industrial Engineering BCIP Head (Lean Champion) Mr. Udara Kulrathane Asst. Manager- Industrial Engineering (Lean Rollout) Co-Mentors
- 17. Apparel India Unit-1 Material FlowProject Prepared By: Shriya Arora Abhishek Raj Sarthak Sagar NIFT, Chennai Guided By: Mr. Gayan Lekegme Manager – Operation Planning
- 18. Objective: Tostandardise and smooth the material flow in RM Warehouse, Cutting and Production Module Requirements: Present status Work Study Time Study Material Flow Project
- 19. Flow Chart Preparation ofVSM – Current State Analysis of Current Process Time Study of Current Process Eliminate Waste from Current Process Prepare Standard Worksheets Define Standard Areas Introduce New Process and Mechanism Trial in Section- 4 Continuous Improvement Rollout to the Plant
- 20. 1. Standardise theMaterial Flow Process in Ware house , Cutting & Module based on the requirement 2. Implement effective method to calculate safety stock levels that incorporate the accuracy of required WIP 3. Correct WIP for schedule - Right material is always available in the right quantity in the right location Project Scope * Planned by Team
- 21. Initial BrainStorming Session to identify the requirement Prepare VSM & STW for the current state Material preparation at WH RM Issuing Water spider - Module / Input loader - RM to Module Layering, cutting , Bundling Processes Cut Kit issuing Audit the Cutting RE -CUT and MRN Time Study Allocate lace cutting operators for the 1st block Implement WIP boards at cutting tables Standardized the cutting tables Design trolley for water spider 1. Standardise the Material Flow Process in Ware house , Cutting & Module based on the requirement [Specify the Days & Volume] * Done by us
- 22. Introduce Mechanismto serve the fabric & trims from W/H to cutting table & module Optimize the marker Length 2. Implement effective method to calculate safety stock levels that incorporate the accuracy of required WIP [ Sub KPI - Reduce Stock Level] * Done by us
- 23. Lay plangenerating through SFCS Multitasking cutting operators status Review with the Project team Do trial run for the Section 4 Roll Out to the Plant 3. Correct WIP for schedule - Right material is always available in the right quantity in the right location * Done by us
- 24. Water Spider Water Spider's Trolley First Operator’s Input Basket Lace Relaxation M/C Cutting WIP Board IPS and IMS Input Basket Cutting Table Andon Input Identification Card New Implementations * Done by us
- 25.
- 26. Team # :Material Flow Project Area: Production Module Muda Addressed: Delivery Oper # : SMO’s Problem/Issue Action Taken Results Before Kaizen After Kaizen Benefits: S Q C D M Date: Before and After Sheet Every SMO’s is going to input area for collecting trims, threads, etc. Production loss, Time Waste Allotted one person to transport, arrange, and take care of trims and cutting input areas of one block (4 modules) • Time saving • Production gain • Smooth Material Flow
- 27.
- 28. Benefits: S QC D M Team # : Material Flow Project Area: Production Module Muda Addressed: Delivery Oper # : SMO’s Problem/Issue Action Taken Results Before Kaizen After Kaizen Date: Before and After Sheet Water spider have to walk up and down every time for each operator. Time Waste, Difficult to work Provide a trolley to the water spider, so that, She can load trims to trolley and deliver to SMO’s. • Smooth Material Flow • Easy to Work • Safety
- 29. First Operator’s InputBasket
- 30. Benefits: S QC D M Team # : Material Flow Project Area: Production Module Muda Addressed: Delivery Oper # : First SMO Problem/Issue Action Taken Results Before Kaizen After Kaizen Date: Before and After Sheet Unnecessary mess at M/C table and input area. Can’t able to identify the input requirement. 5S Violation, Production loss, Time Waste Remove the big basket of cutting input from input area and Provide a small basket near by First SMO and put input of 2 hrs. • Ergonomically • Time Saving
- 31.
- 32. Benefits: S QC D M Team # : Material Flow Project Area: Production Module Muda Addressed: Delivery Oper # : Water Spider Problem/Issue Action Taken Results Before Kaizen After Kaizen Date: Before and After Sheet Operator have to relax the lace by hanging the roll and pull it by hand. Time Taking, Unsafe, Quality affected Developed a relaxation m/c for relax both lace and elastic • Take very less time to relax. • Quality improved • Time Saving
- 33.
- 34. Team # :Material Flow Project Area: Production Module Muda Addressed: Moral Oper # : Water Spider Problem/Issue Action Taken Results Before Kaizen After Kaizen Benefits: S Q C D M Date: Before and After Sheet There is not any visible record maintenance for cutting input with in the module. No Input Information Implement a Cutting WIP board which shows the hourly status of cutting input • Visible Information • Easy to check the hourly input
- 35. IPS & IMSInput Basket
- 36. Benefits: S QC D MMuda Addressed: Delivery Oper # : Water Spider Problem/Issue Action Taken Results Before Kaizen After Kaizen Date: Before and After Sheet Team # : Material Flow Project Area: Cutting Table Operator having difficulty to find the ready bundles. No defined place for running cut no. Time taking, 5S violation, Work Duplication Defined separate place and basket for IPS and IMS input with in the cutting table. • Time Saving • Make work Easy • No need of Cutting Input Loader.
- 37.
- 38. Cutting Table Andon Details FabricRequirement Quality or Technical Problem MRN or Fabric Problem RM Fabric Supervisor or Technician Supervisor Acting PersonIndication
- 39. Muda Addressed: Oper# : Problem/Issue Action Taken Results Before Kaizen After Kaizen Date: Before and After Sheet Team # : Material Flow Project Area: Cutting Table No communication medium in cutting section to inform concern person or dept. for any problem Idle Time, Late response, Communication gap. Implement an ANDON light to each cutting table. • Quick response is taking by the concern persons. • Time Saving Benefits: S Q C D M
- 40. Input Identification Card (Availability) ForCutting Input Requirement For Trims Input Requirement
- 41. Input Identification Card (Location) CuttingInput Lace Input Elastic Input
- 42. Standard InputArea Standard Output Area Standard Cutting Area Standard Return Area Standard Areas * Done by us
- 43.
- 44. Team # :Material Flow Project Area: Production Module Muda Addressed: Delivery Oper # : Water Spider Problem/Issue Action Taken Results Before Kaizen After Kaizen Benefits: S Q C D M Date: Before and After Sheet Unnecessary mess at input area. 5S Violation Standardised the input area by defining place for every material used in that area. • Easy to find and arrange Trims • 5S Maintained
- 45. Space Utilization inInput Area
- 46. Muda Addressed: Oper# : Problem/Issue Action Taken Results Before Kaizen After Kaizen Benefits: S Q C D M Date: Before and After Sheet Team # : Material Flow Project Area: Production Module There is no define place for trolley, lace relaxation m/c etc. 5S Violation Defined separate place for trolley and lace relaxation m/c • Empty space utilised • 5S Maintained
- 47. Standard Output Area Prod.Bal AQL Pending AQL PassProd. Control Board
- 48. Muda Addressed: Oper# : Problem/Issue Action Taken Results Before Kaizen After Kaizen Benefits: S Q C D M Date: Before and After Sheet Team # : Material Flow Project Area: Production Module No define place for packing cartons. Make unnecessary mess in the module 5S Violation Define separate place for packing cartons and Production Control Board. • Empty space utilised. • Easy to transport packed carton to FG. • 5S Maintained
- 49. Standard Cutting Area Cut-PreparedBundles (IPS) Module Ready Bundles (IMS) Fabric Roll Band Knife M/C Fabric Roll Cut-Prepared Bundles (IPS) Module Ready Bundles (IMS) Fabric Roll Fabric Roll Cutting Area Layout
- 50. Cut-Prepared Bundles (IPS) Cut-Prepared Bundles (IPS) Fabric Roll Fabric Roll Marker Roll Marker Roll STW CuttingTable Layout (Side View from Gang Way)
- 51. Cutting Table (Side Viewfrom Gang Way) Fabric Roll IPS IPS Fabric Roll Marker Roll Marker Roll STW File
- 52. Module Ready Bundles (IMS) ModuleReady Bundles (IMS) Fabric Roll Fabric Roll Marker Roll Marker Roll Dockets Cutting Table Layout (Side View from Module)
- 53. Cutting Table (Side Viewfrom Module) Fabric Roll IMS IMS Fabric Roll Marker Roll Marker Roll Dockets
- 54. Standard Return Area 120160160sElasticLace ReturnableMaterials Return Area Layout WALLWALL
- 55. Standard Return Area ElasticLace 160s 160 120 Returnable Trims
- 56. Standard Worksheets STW CuttingArea: Table Preparation Spreading Cutting - Straight Knife Cutting - Band Knife Bundling Lace Cutting Quality Audit Cutting Input (IPS to MS) STW RM Area: Preparation- Fabric Preparation Lace Preparation Trims Preparation Issuing- Fabric/Lace Issuing Non-Lean Trims Issuing MRN Issuing Re-Cut Process STW Module Area: Input- Trims Input Packing Trims Input Distribution- Water Spider Lace Relaxation M/C * Done by us
- 57. Apparel India Unit-1 Time Calculatorfor Cutting Section Prepared By: Abhishek Raj Sarthak Sagar NIFT, Chennai Guided By: Mr. Prabhath Manager – Cutting Section
- 58. Objective: ToCalculate the minimum time taken by the all process individually as well as over all Process Time Requirement: Time Study of every process Operator Skill Matrix Prepare database of marker perimeter for each style Find the unit time factor for each process (Formula) Macros Programing in Excel Sheet Time Calculator for Cutting Section
- 59. Time Calculator forCutting Section Style No. Fabric Type Cutting Type Idle Time Marker Length Solid Together Plies Size XS S M L XL Total Straight Band Ratio 0 0.00 0.00 0.00 Taping Time 0.00 Taping Type Only Tape 0.00 Spreading Time Total Time (Hrs) Front 0.000 0.00 0.00 Back 0.000 0.00 0.00 Gusset 0.000 0.00 0.00 U Gusset 0.000 0.00 0.00 Straight Knife XS S M L XL Time Pieces XS S M L XL Total Front 0.00 Front 0 0 0 0 0 0 Back 0.00 Back 0 0 0 0 0 0 Gusset 0.00 Gusset 0 0 0 0 0 0 U Gusset 0.00 U Gusset 0 0 0 0 0 0 Total 0 0 0 0 0 0.00 Total 0 0 0 0 0 0 Band Knife XS S M L XL Time Front 0 0 0 0 0 0.00 Solid Stripes Back 0 0 0 0 0 0.00 0.00 0.00 Gusset 0 0 0 0 0 0.00 U Gusset 0 0 0 0 0 0.00 Total 0 0 0 0 0 0.00 Perim eter Spreading Time Bundling Time 0.00 Cuttting Time 0.00 Cuttting Duration 0.00 Cuttting Time 0.00 Reset Update
- 60. Operating Procedure: Need to feed only ‘Docket’ data. Need to update database for new style Results: Give time for Spreading, Cutting, and Bundling Help to forecast the future cutting plan and process Help to control the operator idle time etc. Time Calculator for Cutting Section
- 61. Apparel India Unit-1 Standardisation ofSewing Operations Prepared By: Shriya Arora NIFT, Chennai Guided By: Mr. Senthooran S. Manager - Industrial Engineering
- 62. Objective: Tostandardize and digitalize the sewing operations in lean modules Requirement: Analyse existing work procedure and worksheets General sewing data for every operation and style Clear understanding of all the codes and calculations mentioned in GSD Standardisation of Sewing Operations
- 63. Methodology: SixSigma DMAIC process methodology Define(D): Due to difficult work methods, irregular work flow, inadequate tools, quality problems, etc. there is a need to develop standard work procedure that will be beneficial both for operators and industry. Measure(M): The key aspect of this project is to eliminate any undesirable problems and procedures that have been existing till date. The data collected for this project included the already existing worksheets and the general sewing data for each operati Analyse (A): A complete physical and theoretical analysis of the problems existing in the current process so as to find out the problem areas and the related outcomes. Standardisation of Sewing Operations
- 64. Improve (I):Based on the analysis done, figure out ways and solutions that will help in overcoming the drawbacks and then creating new standard work procedures and facilitate safety concerns. Control (C): A proper control should be maintained on the new improved methods so that any deviations from the target are corrected before they result in defects. Standardisation of Sewing Operations
- 65. Traditionally operatedgarments industries are facing problems like low productivity, longer production lead time, high rework and rejection, low flexibility of style changeover, etc. These problems can be overcome by the implementation of lean tools. One such lean tool is the WORK STANDARDIZATION. This project deals with the implementation of this particular lean tool at the sewing operator level. Towards LEAN
- 66. LEAN tools TPM 5S Standard Work Quick change over Problem solving Line balancing Error proofing KANBAN LEAN
- 67. The studyof SOP will prove beneficial as the current procedures being practiced in the industry will be examined and our theoretical knowledge of the subject shall gain a practical exposure. A comparison between the standard procedures and the actual being followed will prove beneficial in listing the short comings of the current procedure being followed. The thorough study and examination of the process and procedures shall provide us with a clear picture of the entire system of manufacturing. Significance
- 68. Selection ofthe area in which this project will be executed. Analysing the existing work procedures going on so as to find the root causes of problems. Analysis of the existing worksheets for respective sewing operations. A complete data of all the General Sewing Data for all the operations in all the styles being worked upon. A clear understanding of all the codes and calculations mentioned in GSDs. Solutions for operations that need to be simplified or standardised. Practical implication of the solutions sorted out. Difference between the existing and proposed work procedure. Standardization of the best method. Digitalization on the official website of Brandix Apparel India- Unit 1 so as to make it standard all over Requirements
- 69. 4 sections(each 16 modules) 64 modules 21 LEAN modules 21 LEAN modules were running 12 different styles Study was done on all the 12 styles Operating procedure
- 70. Flowchart Existing Standard worksheet Referred withGSD Made Necessary Changes Prepare New Standard Worksheets Physical Observation at Module Correct Operator Current Method Take Pictures and Videos Upload to bainet Old STW GSD New STW
- 72. Maximum numberof operators were not following the standard worksheets Observations
- 73. The workingprocedures in some cases were such that the Lean Principle of One-piece flow could not be followed.
- 74. Improper layoutleading to transportation difficulties
- 75. The workprocedure mentioned in the worksheets and their visual descriptions weren’t clear hence making it difficult for the operators to understand and follow.
- 76. For asimilar operation in different modules the work procedure was different signifying that either or none of them was standard 41184 20692
- 77. The allowancesgiven in terms of time was either too much or too less according to GSD
- 78. For somestyles they used worksheets of a diiferent style
- 79. “GSD providesa scientific, ethical and auditable approach to quantifying manufacturing methods, times and costs and accurately and consistently establishes International Standard Time for complete products (styles) or individual product component (features). GSD provides the ability to establish and quantify each step or operation in the manufacturing process” Understanding GSD
- 80. S.NO CODE DESCIPTION 1MG2T Match and Get 2 parts Together 2 MG2S Match and Get 2 parts Separately 3 FOOT (match) part(s) to machine Foot 4 MAPE Match and Add Parts with one hand(Easy) 5 MAP1 Match and Add Parts with 1 hand 6 MAP2 Match and Add Parts with 2 hand 7 AM2P Align or Adjust 2 Parts 8 AJPT Align or Adjust 1 Part 9 ARPN Align and Reposition Parts 10 APSH Align or Adjust Parts by Sliding 11 FFLD Form Fold 12 FCRS Form Crease in folder part 13 FUNF Unfold or lay out 14 TCUT Trim-Cut with scissors(1st) 15 TCAT Trim- Additional Cut with scissors 16 TDCH Trim-De-Chain parts with scissors 17 APSH Aside-Push away 18 AS1H Aside-Part with 1 Hand 19 AS2H Aside- Part with 2 Hands 20 GP1E Get Part with 1 hand (Easy) 21 GP2H Get Part with 2 Hands 22 GPAG Get Part by Adjusting Grasp 23 PPAL Put Part to Approximate Location 24 PPOH Put Part to Other Hand 25 PPL1 Put Part Locate Once 26 PPL2 Put Part Locate Twice
- 81. TMU standsfor Time Measuring Unit. The conversion factor of TMU to SEC. is 1 TMU= 0.033 sec 41184 gsd Time Measuring Unit
- 82. Time allowedfor an operation or an element in an operation was much more than required and mentioned in the GSD Faults in worksheets Existing STW GSD data
- 83. Element eliminatedin STW although it was mentioned in GSD Trimming mentioned in GSD No trimming element mentioned in STW
- 84. Addition ofan unnecessary element in an operation which is not required and which is nowhere mentioned in GSD for that operation.
- 85. Operating Procedure: Observe and analyse current work procedure and existing worksheets of all the operations of each styles in detail. Finding out all the problems and issues faced due to incorrect working procedures. Going through the GSD so as to find out the best possible method so that the issues can be resolved and allotting required time for each element in an operation. Finding the conversion factor and the calculation of allowances so as to find Cycle Time for each operation. Standardisation of Sewing Operations
- 86. Operating Procedure: Making new standard worksheets according to the changes required that have been found out. Prepare STW of each operations for all current running style in 21 Lean modules (12 Styles). Comparing previous and new working procedures. Finalising the new work procedures. Digitalization(photos, videos) of the new working procedures hence making them standard (uploading on the bainet) Standardisation of Sewing Operations
- 87. Machine (AUTO)time cannot change (increase or decrease) in any case when compared with GSD as there are no allowance given for auto/machine operating time
- 88. The RPM(Rotations per minute) as mentioned in the STW did not match with the RPM mentioned in GSD
- 89. Basically 3types of situations have been handled during this project: Styles having existing STWs. Styles without STWs. Styles with STW of a similar style
- 90. Style No.– 41184 Buyer- Victoria’s Secret Division – Logo Style description- String Bikini Garment smv= 2.468 Operational Breakdown Conceal back gusset Tack gusset to body Stitch on gusset top Attach leg elastic + close gusset Attach waist elastic Lace Join and Bar Tack Label attach – with mark Bow attach Styles with existing Standard Worksheets
- 91. 0 5 10 15 20 25 30 35 40 Conceal Back Gusset Gusset TackGusset Top Stitch Leg Elastic Attach Waist Elastic Lace BT Label Attach Bow Attach Difference in SMV of each operation Old STW Time New STW Time
- 92. Style num.-15859 Buyer- Victoria’s Secret Division- Pink Description- Thong Garment smv- 3.1284 Operational Breakdown Join front, back and gusset Join 1st side seam Attach waist elastic Join 2nd side seam Sew hem on leg Trim excess Attach interior label Secure waist- BT Iron Styles without existing STWs
- 93. Changes made Old Procedure-attaching label without any marking New Procedure- attaching label with matching Side seams under machine bed Style 15859
- 94. Old Procedure- stitching3 pcs together in a flow New Procedure- De-chaining one piece after completing and then carrying on with the next piece. Style no- 16074
- 95. Old Procedure- De-chainingone piece after completing 2 pieces in a flow. New Procedure- De-chaining one piece after completing and then carrying on with the next piece. 16223
- 96. Visit themain page of website- SHOP FLOOR CONTROL SYSTEM DIGITALIZATION
- 97. Go toWorkstudy option in workplace and select “SOP VIDEO PORTAL- VIDEO PORTAL”
- 98. fill inthe details about the style no. Buyer Division , module no, and the name of the operator
- 99. After updatingall the details the video will be uploaded on the video portal and then it can be viewed whenever necessary and needed.
- 100. A Newand Revised set of standard worksheets with correct time according to GSD for 12 styles Work processes are more agronomical and simplified Time required for each operation reduced A video portal consisting of Operator information, Operation name, Operation view, Product View, Video of the operation and Standard Worksheets is made It will be helpful for operator training and future reference for similar styles Results
- 101. Apparel India Unit-1 Increasing Efficiencyof Speed Modules Prepared By: Shriya Arora NIFT, Chennai Guided By: Mr. Senthooran S. Manager - Industrial Engineering
- 102. Objective: Toincrease the efficiency of speed modules on the Production start date to 60-70% and avoid On Time Delivery (OTD) failures and also to be well prepared for worst conditions Increasing Efficiency of Speed Modules
- 103. Buyer- VSLogo Orders with 10-15 days lead time Repeated styles (Limited) – only for VS Logo Lace(15 days) Elastic (10 days) Lace & elastic Orders received on Monday Speed Orders
- 104. Elastic & LaceElastic Lace 21507 20687 43723 21508 20692 6002 21515 20693 25987 24526 20694 1519 41184 20696 6004 41186 21461 21065 20695 52811 21516 41183 55143 55145 55146 Styles for speed orders
- 105. Brain storming Understand as to what are speed modules Why do we need to increase the efficiency of these modules? Going through the existing scenario. Making out what all problems are faced and their possible reasons. Thinking about what all preventive measures can be taken. Proposing a new ideas that will help industry to tackle and speed order related problem- both short term and long term solutions. Figuring out the expected outcomes and the benefits that will be gained. How can the proposal be adapted and in how much time (for long term proposals) Increasing Efficiency of Speed Modules
- 106. Not achieving70% target on 1st day of production resulting in OTD failures In case of worst condition the 13 speed modules are not sufficiently skilled Lack of communication between planning team and module personnel Sometimes bulk modules have to stop production to run speed orders No standard m/c layout for the fixed styles Problem areas
- 107. A softwaresystem for allocating speed orders to modules as per the different styles Pre requisites Skill Updation Multi skilled operator database Layout database Proposal
- 108. Style matrixcontaining a set layout of all the speed styles Analyzing all the styles a standard m/c layout can be prepared for all the different styles For the present scenario each module can be allocated with a maximum of 2 styles that are similar to each other on the basis of its operation breakdown and machine requirement. A database of the operators independent of the modules who will be skilled in at least 3 operations assumption is made on the required number of skills if any one style is running in all the 13 modules. A separate pool of multi skilled operators Finding skill gap Training to be given for current operators with one skill to at least 3 skills Newly recruited operators to be skilled from training center Database
- 109.
- 110. Elastic andLace 21507 21508 21515 24526 41184 41186 21065 52811 Styles for Speed Orders Lace 43723 6002 25987 1519 6004 Elastic 20687 20692 20693 20694 20696 21461 20695 21516 41183 55143 55145 55146
- 111.
- 112. number ofoperators working in a module are limited to 16, Therefore, total operators required in one shift for Speed modules is : 16*13= 208 As per our study we assumed total number of skills(75% and above ) required for satisfying the 13 modules is 507 Therefore we can calculate the skills required per operator to run the entire set of modules as : Skills required per operator = (Total assumed skills / Total no. of operators in one shift ) = 507/208 = 2.44 Each operator in those 13 modules should know a minimum of 3 operations. Skill matrix
- 113. More priorityfor critical operations Operator training Operator in training center knowing critical operations Experianced operator in module knowing non-critical operation
- 114. Fixed layoutsto be prepared for each style To be stored in a database Style layout matrix
- 115. Previous layoutin mod 2 example Ou tpu t QC
- 117.
- 118. After trainingall the operators for at least 3 different skill or making all 208 speed module operators Multi-skilled, we have to make a database of the operators based on their skills or we can use the existing skill matrix. Considering the above facts now we have: A database of all the 208 operators working in speed modules who have been trained in multi skill as per our requirements A database of fixed machine layouts per style Analyzing all the styles a standard m/c layout can be prepared for all the different styles For the present scenario each module can be allocated with a maximum of 2 styles that are similar to each other on the basis of its operation breakdown and machine requirement Proposed software system
- 119. Flow Chart DATABASE •Style, layout(accto style and module), Supervisor detailsOrder Recieved Module allocation as per the database After module allocation a new window will open with module layout details Generate reports- final layout, allocated operators along with operation and skill Upload on bain net Proposed Software Layout Skill Matrix Database
- 120. Possible Results: Less throughput time Increase in efficiency as all the operators will have maximum efficiency and multi skilled . 70% Target met without any rejections or OTD failures Long term solutions that will act as a preventive cover for any problem to occur and affect. Short term solutions that will help the work to go on smoothly till the time the long term solutions are fully prepared to be implemented. Increasing Efficiency of Speed Modules
- 121. Apparel India Unit-1 UniFlow Project PreparedBy: Abhishek Raj Sarthak Sagar NIFT, Chennai Guided By: Mr. Greg Wooten Lean Consultant- BEM, USA
- 122. Objective: Tounified the man power involved for material transportation and to allocate one person to a particular block or modules as per findings. Requirement: Floor Layout Material flow Map Time and Distance Manpower Transportation Flow UniFlow Project
- 123. Presently thereare 6 workers who are issuing and transporting fabric, trims, finish goods etc. from one place to another place, only for one section. In total 24 workers for all plant. Since the present culture is section wise distribution, that should be change because one person cannot handle one section properly. Transportation Type and Manpower for one section: RM to Production Module: 4 Members With In Production Module: 4 Members Production Module to FG/Surplus: 2 Members UniFlow Project
- 124. Material Flow Map (Section-4) 59.62 m 22.11m2.95 m 13 m 0.85 m 1.4 m Label Store Surplus Return AreaReturn AreaFG Trims Issue Counter RM Entrance 1:10 mins 40.64 m 40 sec 71.62 m 1:30 mins 60.51 m 1:20 mins 7 mins 232mins 20 mins 3 mins 6 mins Label Trims Packing 1 mins 12 mins Fabric / Lace 2 mins Cutting Area Dustbin 30 sec Scale : 1 block =1 meter
- 125. As perpresent scenario the total cycle time for one module by all workers are: Module 60: Fabric Unloading/Issue= 15 mins Sewing Trims = 32 mins Sewing Labels= 11 mins Packing Trims= 23 mins Finish Goods= 19 mins Surplus = 15 mins Total Cycle Time = 115 mins UniFlow Project But if we follow the new proposed layout, as per standard worksheet: Module 60: Fabric Unloading/Issue= 10 mins Trims= 41 mins Finish Goods= 6 mins Surplus = 15 mins Total Cycle Time = 72 mins Differences between Old and New process: 115 - 72 = 43 mins That means we can save 43 mins per module if we follow the new Uniflow process This is approx. half of the previous cycle time for one cycle. Also if we see practically one person is working against 6 persons in less time
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- 127. Digitalised andImproved VSM Future and Current State (Implemented) Standardise Production Control Board (Implemented) Standardise SQDCM Board (Implemented) Prepare One Piece Flow Card System (Trial Run) Standard Andon Process (Implemented) Extra Activities
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- 131. Standard Production ControlBoard Before After
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- 134. Prepare One PieceFlow Card System
- 135. Module AndonProcess Rework Andon Process Rejection Andon Process Cutting Andon Process Standard Andon Process
- 136. Exposure toGarment Industry Freedom of Learning Professional Ethics Managing Work Force Build-up Confidence Time Management Punctuality Laminating Brandix Experience
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