This presentation discusses applying lean manufacturing tools in the garment production industry. It begins with an introduction to lean manufacturing and its principles of value, value stream, flow, pull and perfection. Common wastes in garment manufacturing are identified as overproduction, waiting time, unnecessary transport, excess inventory, incorrect processing, unnecessary movement, and defects. Eight preferred lean tools for the garment industry are highlighted: 5S, visual displays, standardization, quick changeovers, error proofing, Kanban, cellular manufacturing, and Kaizen. Implementation of some lean tools in a Portuguese garment firm showed encouraging results like a 14% increase in productivity and 60% increase in profits within two months.

1. Welcome
to my
Presentation

2. Md.Azmeri Latif Beg
142-32-257

3. Topics Name
Application Of Lean Manufacturing
Tools In Garments Production.

4. Introduction
Lean manufacturing
Lean Principles
Lean Benefits
7 Wastes of Lean in Garment Manufacturing
8 Preferred Lean Manufacturing Tools for Garment
Industry
Lean Implementation Model
Lean Design and Implementation
Conclusion
Topic Sequence

5. Introduction
If we try to define Lean Then we can say “A
systematic approach to identifying & eliminating
waste (non value added Activities) through
continuous improvement by flowing the product at
the pull of the customer in pursuit of perfection”
Lean manufacturing is a unified, compressive set of
philosophies, rules, guidelines, tools, and techniques
for improving and optimizing discrete process.
Lean is a production practice that creates more value
with less work by eliminating sources of waste.

6. Lean Goals
Improve quality
Eliminate waste
Reduce Time
Reduce Total cost

7.  Lean Manufacturing involves a variety of techniques such as one-piece flow, kaizen, cellular
manufacturing, standardized work, work place organization or visual management. The major
purposes of the use of lean production are to increase productivity, improve product quality, reduce
inventory, reduce lead time and eliminate manufacturing waste.
 This research addresses the implementation of lean principles in a Portuguese garment industry.
Traditionally operated garment industries are facing problems concerning low productivity, long
production lead times, high rework, poor line balancing, etc, and the firm focused on this project
was facing the same problems.
 On an earlier stage, a literature review on Lean Manufacturing was conducted, from the creation of
the concept of LEAN to its main tools and techniques. It was also mentioned the concept of cellular
manufacturing, how to accurately balance a manufacturing line and were given some examples of
previous applications in this industries. After understanding the concepts of lean manufacturing, a
description and a critical analysis to the company’s productive system was made, acknowledging
the problems it was facing. Next, improvement proposals were suggested related with layout
change, visual management, 5S, quality management practices and cellular manufacturing.
 After implementation of some lean tools, results observed were highly encouraging. Some of the
key benefits involve less movement, transportation and material handling, an increase of 14% in
productivity in one month and an increase of 60% in profits in two months. Cellular manufacturing
wasn’t implemented, although the company has being left prepared for an implementation in the
future.
Lean manufacturing

8. Lean Principles
Therefore, five main Lean principles were associated with it, briefly
described below, and those are: Value, Value Stream, Flow, Pull and
Perfection.
Value
Express the capacity of accurately specify value from the costumer
perspective, or what he’s willing to pay, for both products and services.
Lean manufacturing defines the value of a product with the customer
point of view.
Customer don't mind how hard you work to create the product.
Customer will evaluate the product by looking at how well this going to
fulfill their requirements.
Customer don’t need to pay for the defects that removed from
production lines.

9. Value Stream
Identify the value stream of specific activities, from raw material to
final goods, required for the development of a product or service,
removing non-value-adding waste along that path. 6 Literature Review
Flow
Make the product or service flow without interruptions across the
entire value stream.
Pull System
The production is authorized (pulled) by the costumer, as opposite to a
push system where the finished goods are pushed to the costumer.
Perfection
Constantly identify and remove any kind of waste along the value
stream to achieve perfection.

10. Lean Benefits
What can an organization expect as bottom-line results of applying lean thinking to
eliminate waste? Documented results across various industries indicate the results in
Table below

11. 7 Wastes of Lean in Garment Manufacturing
One prime objective of industrial engineering is to increase
productivity by eliminating waste and non-value adding operations
from the manufacturing process. So it is essential to know the
wastes and non-value adding functions those exist in garment
manufacturing.

12. 1. Overproduction
 Overproduction can be viewed as the opposite of JIT and it means producing items
for which there are no orders: produce the wrong part, at the wrong time, at the
wrong amount. This waste was considered, to Ohno, the fundamental waste, since it
causes most of the other wastes. In other words, it produces unnecessary
transportation and storage costs due to the excess of inventory.
2. Waiting Time
 This is the unproductive time of a worker, or machine, when he’s just waiting for
something. For example, waiting for the next process step, tool or supply, or just
watching an automated machine finishing a process. It could also be the waiting
time due to the lack of work caused by processing delays, equipment failure or
capacity bottlenecks.
3. Unnecessary transport
 Moving work in process (WIP), materials, or even finished goods long distances is
an unnecessary and inefficient transport. This will increase production costs, the
lead time, and can even cause damage to the products during the course of the
movement.

13. 4.Excess inventory
The excess of raw materials, WIP or finished goods can cause longer lead times,
damaged goods and delays.
Extra inventory also hides problems such as production imbalances, redundancies,
defects, paperwork, equipment downtime and long setup times. Figure 2.2 easily
exemplifies this situation through an analogy where water represents inventory and
rocks represent problems. In this case, with a high water level, the rocks are hidden and
the management assumes everything is fine, until the water drops and the problems are
presented. Deliberately forcing the water level down, all the problems are exposed and
can be corrected before they induce other possible even worse problems.
Figure:

14. 5. Incorrect processing
This concerns the unnecessary steps that are taken in a
process, possibly because of the use of poor tools and
product design, causing unneeded motion and producing
defects (waste seven).
6. Unnecessary movement
These are all the needless motion employers have to perform
during a process, such as walking or looking for, reaching
for, or stacking parts, tools, etc.
7. Defects
This waste is the production of defected parts or correction,
that is, repair, rework, scrap, replacement and inspection
means wasteful handling, time, and effort.

15. 8 Preferred Lean Manufacturing Tools for Garment Industry
During my visits to garment factories I have seen posters on lean tools and lean slogans
in some factories. It means that garment factories are really started implementation of
lean tools and practicing lean culture. Factories have posters on process flow chart of
lean journey. Improvement pictures of before and after implementation of 5S and
Kaizen have been displayed on departments. I have seen lot of visuals on the floor. It
ensures that something is happening in garment factories to bring good things and
improve business performance.
But your question is what lean tools are preferred and applied for garment
manufacturing?
In one factory, I found a poster where all lean tools were listed those were implemented
in that factory. All implementation are done under guidance of external lean experts.
Factory has benefited a lot after implementation lean manufacturing. These are the
preferred lean tools that have been implemented by experts. So you can start with these
tools in your manufacturing facilities.
I have listed down 8 preferred lean manufacturing tools which are mostly applied by
garment industry with brief explanation.

16. #1. 5S:
5s stand for Seiri(sorting),Seiton(systematic arrangement),Seiso(super
clean),Seiketsu(standardize) and Shitsuke(sustainment).5S is about sorting of
things in your workplace and inventory stores. Keep workplace and floors clean
and arrange things in right order for easy access.
#2. Visual displays:
Use visual displays as much as possible to communicate with people working in
the factory. Display necessary information for quick access. Production board at
the end of the line, Mocks of sewing operations at each work stations, quality
inspection procedure on the quality checking tables, displaying right and wrong
product, displaying exit sign and labeling every items are few example for visual
displays factories can easily adopt.
#3. Standardization of work process:
One core objective of lean manufacturing is elimination of manufacturing wastes
and non-value added tasks from the internal processes and systems. For this
factory has to set standardized working method. When one follows standard
working procedures, there is minimum chance of making errors.

17. #4. Quick Changeover:
Quick changeover, one of the lean manufacturing tools, is used in reducing
waste in garment making process. While setting a line with new styles, line
losses lot of time which is known as set-up loss. Quick changeover or SMED
method provides efficient way to set lines for new style in less time.
#5. Error proofing:
Error proofing aka Poka-Yoke is any mechanism in a lean manufacturing
process that helps an equipment operator to avoid mistakes. It helps in
designing a process in such way that there would not be minimum chance
of producing defective product. Its purpose is to eliminate product defects
by preventing, correcting, or drawing attention to human errors as they
occur. Even error proofing technique can be used in information
generation, reporting system.
#6. Kanban:
Kanban is a workflow system. Kanban tool improves visibility and limit
Work in Process. Where factories use Kanban, it helps to eliminate building
excess work in process (WIP) in production lines.

18. #7. Problem solving:
Clothes are ever changing product. A garment manufacturers need to
work with latest products, new material and machines. When one does
something first time there may be a chance of having problem. You have
to short out the problem to meet your business goal. Problem solving
tools helps you and your team to find possible solution without external
experts. Ishikawa’s Fish bone diagram method and 5 Whys are two
famous tools widely used in problem solving.
#8. Workload balancing:
In mass production, garments are made in a line where numbers of
operators involve making a single garment. A balanced line means every
operator has workload and nobody sit idle without work. This
maximizes operator utilization. And as a result you get maximum
output from a line. It is not only sewing line, workload balance is
required everywhere in the company – like department to department,
process to process workload balance.

19. Cycle concept of Lean Manufacturing
Identifying causes(Every problem in the system has a cause
for it)
Finding root causes(sometimes one or more root causes for
a problem)
Finding solution(how to overcome this problem)
Implementing(implement the solution and to make sure
that you achieve your objectives)
Will go on and on again and again
This process will be continuous until there are wastes to be
removed.

20. Lean Implementation Model

21. Lean Design and Implementation
This chapter represents the implementation phase of the project.
Here, the reader is elucidated through an action plan using the 5W1H
technique to solve the identified problems, following a description of
its implementation, as for the changes in layout, the implemented
program, visual management applications, and implementation of 5S
program, quality management practices or group technology.
Action Design
After an analysis to the company’s current productive system, we
resorted to the 5W1H technique to find solutions to the problems
identified, also defining an action plan to be applied. This plan is
shown in the next table.

22. Action Plan Table
What? Why? Where? Who? When
?
How?
Reduce
transports
Unnecessary
Transport
Shop Floor Responsible
person
To
define
Layout Change
Establishing
goals and
visual
management
Low efficiency; Low
motivation
Shop Floor Responsible
person
To
define
Visual
Management
and Bonus
Strategy
Organize
WIP and
tools
Large WIP and
waiting time
Shop Floor 5S responsible To
define
5S Application
Production
Control
Unnecessary
Movement; Lack of
efficiency control;
Lack of
performance
indicators
Manufactu
ring Line Responsible
person
To
define
Create
personalized
excel program
Control Lack of quality Shop Floor Head of To Implement

23. Areas Where Changes Have Been Made
Majority (78%) of the companies said that changes in product design and
manufacturing process occurred in their organization as a result of lean
implementation; 44% respondents indicated a change in supplier networks and the
remaining (22%) focused on factory management followed by inbound logistics (11%)
and outbound logistics (11%)
In addition, companies mentioned a variety of changes that took place within their
organizations. These include:
􀁸 cultural change
􀁸 education of workers and suppliers
􀁸 empowerment of employees
􀁸 commitment of top level managers
􀁸 relationship with suppliers
􀁸 rearranging the manufacturing process
􀁸 creating awareness

24. Areas of organization where changes were made
SI NO. Areas of changes Percentages
1
2
3
4
5
6
Product design
Inbound logistics
Outbound logistics
Manufacturing Processes
Supplier network
Factory management
78
11
11
78
44
22
Lean production reduces all forms of non-value added activities in
organizations and improves its performance. From the analysis of the data
collected, it appears that companies that adopt lean manufacturing as a
working philosophy within their organizations can make significant
improvement in terms of their operational performance even if it is in a
modified format that best suits their particular business culture. It is obvious
that there are strong benefits to be gained from implementing a lean
manufacturing culture, as demonstrated by the companies in this study.

25. Reduction in unit production cost
Company Before
Lean
($)
After
Lean
($)
Reduction
($)
As a %
1. Fashion Point Ltd.
2. Texas Fashion Ltd.
3. Beximco Fashions Ltd.
4. Shanta Industries Ltd.
5. DADA(Savar) Ltd.
6. Shata WashWorks Ltd.
7. Armana Fashions Ltd.
8. Shanta Denims Ltd.
9. PAXAR Bangladesh Ltd.
8.50
11.0
4.40
10.0
1.40
3.50
0.87
-
4.50
7.00
9.00
3.20
8.00
1.30
3.00
0.84
-
3.00
1.50
2.00
1.20
2.00
0.10
0.50
0.03
-
1.50
17.6
18.1
27.2
20.0
7.1
14.2
3.4
-
33.3

26. The amount of time (hour/minutes) to accomplish
standard work sequence for making a product
1
30° c
21 3 4 6 75
30 min
90 ° c
Drained
8.9 10
60 ° c 80 ° c
10 min10 min
DrainedDrained
Company Before
Lean
(minutes
)
After
Lean
(minut
es)
Reduction
(minutes)
% of
reduction
1. Fashion Point Ltd.
2. Texas Fashion Ltd.
3. Beximco Fashions Ltd.
4. Shanta Industries Ltd.
5. DADA(Savar) Ltd.
6. Shata WashWorks Ltd.
7. Armana Fashions Ltd.
8. Shanta Denims Ltd.
9. PAXAR Bangladesh Ltd.
60
30
55
75
50
60
50
60
40
40
15
49
60
39
40
40
40
35
20
15
06
15
11
20
10
20
05
33
50
11
20
22
33
20
33
13
Note: The percentages have been rounded to nearest figure.

27. ConclusionImplementation of lean manufacturing in a garment manufacturing company is
carried out by this. To implemented in a Bangladeshi garment manufacturing
company. For the first few weeks we tried to learn the processes in the
garments finishing department. Then study and analysis those processes are
performed using some lean manufacturing tools and techniques and found
some problems. Eventually some layouts and process flows are proposed that
improves the productivity and reduces cost. The better utilization of
manpower and factory floor space is also ensured by implementing the
proposed layout. At the same time proposals help to develop a good
relationship among the workers and will provide an easier way for the
management to coordinate and integrate the factory production with the
current level of resources. These techniques can be implemented in any
garment manufacturing company and it will help them to improve the
productivity at same level of resources.

28. Reference
 Karim, S. (2009). The Impact of Just-in-Time Production Practices on
Organizational Performance in the Garments and Textiles Industries in
Bangladesh, Doctoral Thesis, Dhaka University.
 Lean thinking, international journal volume3 issue2 december 12,Asst.profes
sor, Gandhigra Rural University, ndhigram,India.senthil.b1980@gmail.com
 F. A. Abdulmalek, J. Rajgopal, Analyzing the benefits of lean manufacturing
and value stream mapping via simulation: A process sector case study.
International Journal of Production Economics, 107, 223-236, 2007.
 Ripon Kumar Chakrabortty et al./ Study and Implementation of Lean...
 en.wikipedia.org/wiki/lean
 www.Application Of Lean Manufacturing Tools In Garments Production/html