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National Institute of Fashion Technology 
APPAREL QUALITY MANAGEMENT 
TOOLS OF QUALITY IMPROVEMENT : 
LEAN MANUFACTURING 
PRESENTED BY : 
Megha Chawla 
Riddhi Malviya 
Chandan Kumar 
PRESENTED TO : 
Dr. Ankita Shrivastava
LEAN MANUFACTURING 
WHAT objective techniques 
• An applied methodology of scientific, 
• Greatly reduced wait time, queue 
time, move time, administrative time, 
and other delays. WHY 
• Causes work tasks in a process to be 
performed with a minimum of non-value 
adding activities HOW
INTRODUCTION TO CASE 
• Assembly line paint shop in 
the Toyota company WHAT 
TYPE • Large-scale 
• Develop different strategies 
to eliminate waste. OBJECTIVE
MAJOR TASKS INVOLVED
LAYOUT OF THE ASSEMBLY LINE
IDENTIFICATION OF NON VALUE 
ADDING ELEMENTS
FINAL INFERENCES 
The factors stated before increase the 
production lead time 
In the existing situation, the average 
production lead time is 9688 minutes 
Lean principles need to be implemented in 
order to make the process more efficient
LEAN IMPLEMENTATION 
• Different parts of organization 
TASK 
GROUP 
• Reduce non value activities 
• Improve processes to decrease 
time 
• Increase cycle efficiency 
OBJECTIVES
Lean Methodology
Current State
Value Added Vs. Non-Value Added
Cycle Efficiency 
Initiatives taken to increase the cycle efficiency 
are: 
•Standard work sheet is prepared 
•Warm water is utilized to facilitate quicker drying process 
• Permanent mask using rubber material designed to facilitate better 
functioning 
• Monitoring is done and improvement opportunities are addressed in 
time 
• Wherever possible, inefficient operations are eliminated; for example, 
oven drying process is developed 
• To handle higher capacity, construction equipment layout modification 
was done 
• To improve operator safety, safety trolley was designed for masking 
process
Reducing time for masking process 
To Reduce the masking time, permanent mask 
using rubber material was designed which in 
turn reduces the cost of masking.
Improvement of drying process 
•In the present state, drying process was carried 
out outside the paint shop by allowing the unit to 
dry in hot sun which took 16 hours to complete. 
•Also time amounts to 650 minutes on an average 
was spent for paint drying operation which 
included yellow painting, black painting and final 
yellow painting. 
•Instead ovens of LPG type were introduced for 
drying process and the process time was decreased 
to 240 minutes.
Improvement of drying process
Improvement of Safety 
As a part of safety risk assessment, a new trolley was designed for 
masking radiator cover, where the operator stands near the corner 
of the equipment. By using the newly designed trolley, the operator 
is able to mask the radiator easily without any issues. 
Present State New State
Future State Value Added Vs. Non-Value Added
Reduction in Lead Time
Improvement after Lean approach
Conclusion 
•This present work provides a case study of the 
improvement of a construction equipment 
company non value added activities by means of 
lean tools. 
•It can be concluded that lean manufacturing is an 
effective tool for identifying and eliminating the 
processing wastes
THANK YOU

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Lean manufacturing

  • 1. National Institute of Fashion Technology APPAREL QUALITY MANAGEMENT TOOLS OF QUALITY IMPROVEMENT : LEAN MANUFACTURING PRESENTED BY : Megha Chawla Riddhi Malviya Chandan Kumar PRESENTED TO : Dr. Ankita Shrivastava
  • 2. LEAN MANUFACTURING WHAT objective techniques • An applied methodology of scientific, • Greatly reduced wait time, queue time, move time, administrative time, and other delays. WHY • Causes work tasks in a process to be performed with a minimum of non-value adding activities HOW
  • 3. INTRODUCTION TO CASE • Assembly line paint shop in the Toyota company WHAT TYPE • Large-scale • Develop different strategies to eliminate waste. OBJECTIVE
  • 5. LAYOUT OF THE ASSEMBLY LINE
  • 6. IDENTIFICATION OF NON VALUE ADDING ELEMENTS
  • 7. FINAL INFERENCES The factors stated before increase the production lead time In the existing situation, the average production lead time is 9688 minutes Lean principles need to be implemented in order to make the process more efficient
  • 8. LEAN IMPLEMENTATION • Different parts of organization TASK GROUP • Reduce non value activities • Improve processes to decrease time • Increase cycle efficiency OBJECTIVES
  • 11. Value Added Vs. Non-Value Added
  • 12. Cycle Efficiency Initiatives taken to increase the cycle efficiency are: •Standard work sheet is prepared •Warm water is utilized to facilitate quicker drying process • Permanent mask using rubber material designed to facilitate better functioning • Monitoring is done and improvement opportunities are addressed in time • Wherever possible, inefficient operations are eliminated; for example, oven drying process is developed • To handle higher capacity, construction equipment layout modification was done • To improve operator safety, safety trolley was designed for masking process
  • 13. Reducing time for masking process To Reduce the masking time, permanent mask using rubber material was designed which in turn reduces the cost of masking.
  • 14. Improvement of drying process •In the present state, drying process was carried out outside the paint shop by allowing the unit to dry in hot sun which took 16 hours to complete. •Also time amounts to 650 minutes on an average was spent for paint drying operation which included yellow painting, black painting and final yellow painting. •Instead ovens of LPG type were introduced for drying process and the process time was decreased to 240 minutes.
  • 16. Improvement of Safety As a part of safety risk assessment, a new trolley was designed for masking radiator cover, where the operator stands near the corner of the equipment. By using the newly designed trolley, the operator is able to mask the radiator easily without any issues. Present State New State
  • 17. Future State Value Added Vs. Non-Value Added
  • 20. Conclusion •This present work provides a case study of the improvement of a construction equipment company non value added activities by means of lean tools. •It can be concluded that lean manufacturing is an effective tool for identifying and eliminating the processing wastes

Editor's Notes

  1. Submitted by: MeghaChawla Riddhi Malviya Chandan Kumar
  2. An applied methodology of scientific, objective techniques that cause work tasks in a process to be performed with a minimum of non-value adding activities resulting in greatly reduced wait time, queue time, move time, administrative time, and other delays.
  3. An applied methodology of scientific, objective techniques that cause work tasks in a process to be performed with a minimum of non-value adding activities resulting in greatly reduced wait time, queue time, move time, administrative time, and other delays.
  4. 19 tasks
  5. An applied methodology of scientific, objective techniques that cause work tasks in a process to be performed with a minimum of non-value adding activities resulting in greatly reduced wait time, queue time, move time, administrative time, and other delays.
  6. Drying wh Paint shop Inadequat Paint coag Ineffective Certainly, all ge productio which is not s Figure Figur brain stormi es contain va hich takes eig p floor space te lighting (8 gulation e blower perf of these fact on lead time i ufficient. 1. Major task re 2. Layout ing and a tho arious forms o ght hours incr insufficient f 50 lux) formance ors lead to h s found to be ks in the asse of the assemb orough study of non-valuereases cycle t for 100 tones high producti e around 968 embly line pai bly line paint y of the paint adding activit time s on
  7. An applied methodology of scientific, objective techniques that cause work tasks in a process to be performed with a minimum of non-value adding activities resulting in greatly reduced wait time, queue time, move time, administrative time, and other delays.
  8. As observed from the value map, various value-added activ ties present in the flow line, bottl necks are identified and quantified in time, as sho wn in Figur 5 and Table 2. It is foun d that abou t 293.80 min, or 22.85% out of 1286 min, were value added activities, com pared to 992.2 min or 77.15% of non-value added activities.
  9. . It is conclude d that the drying process is the majo issue whic h is not within the current levels of de mand. If the growing levels of demand increases, drying is not within the takt time. 22.85% - value 77.15- non value
  10. Improvement of drying process   As a part of improved drying process, warm water was used for water washing of the equipment which results in 58% of time savings. From the current state analysis, it was clear that the drying process was the major bottleneck. In the present state, drying process was carried out outside the paint shop by allowing the unit to dry in hot sun which took 16 hours to complete. Also time amounts to 650 minutes on an average was spent for paint drying operation which included yellow painting, black painting and final yellow painting. Instead ovens of LPG type were introduced for drying process and the process time was decreased to 240 minutes.
  11. Wip- Work in process
  12. Value Stream Mapping