This document provides details about a graduation project on implementing waste reduction management concepts in a garment production company called Texport Syndicate (I) Ltd. The project aims to identify and classify wastes in the garment industry and conduct a feasibility study of 5S and value stream mapping lean tools. It discusses various types of industrial wastes and proposes implementing 5S and VSM to achieve better inventory control, product quality, and financial/operational procedures. The document outlines the methodology which includes a preparatory stage and data collection for feasibility studies of 5S and VSM. It analyzes the results of the 5S feasibility study including a questionnaire, visual observations, and searching time analysis. Finally, an implementation plan for 5S

1. 24-May-21 NIFT HYDERABAD 1
Waste reduction
management
Graduation project
DEPARTMENT OF FASHION TECHNOLOGY
TEXPORT SYNDICATE (I)LTD.
KISLAY KUMAR
BY:

2. 24-May-21 2
PROJECT
BACKGROUND
This project addresses the application of
“Waste Reduction Management” concepts
to the garment production sector with the
help of lean tools, focusing on the export
houses in India.
Garment production process as most business processes are 90% waste and
10% value- added work (Jeffrey K. Liker)

3. 24-May-21 3
Primary objectives
 Identification and classification of wastes’ found in Garment Industry
Feasibility study of 5S & VSM in Texport Syndicate (I) Ltd.
Drafting an implementation plan for “WRM” through lean tools “5S & VSM”
Secondary objectives
Better inventory control
Better product quality
Better overall financial and operational procedures
PROJECT OBJECTIVE

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PROJECT PLATFORM
TEXPORT SYNDICATE (I) LTD.

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COMPANY PROFILE
5000
1978
15000
Garments
/Day
$120
Million
ESTABLISHMENT
SKILLFUL
EMPLOYEE
ANNUAL
TURNOVER
CAPACITY
CERTIFICATION
ISO
9001: 2000

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WASTE
WASTE
MATERIAL
PROCESS
INFORMATION
Waste is anything that adds to the time
and cost of making of a product but does
not add value to the product from the
customer’s point of view.
MACRO-INDUSTRIAL WASTE

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WASTE
 Over Production
 Defects & Rework
 Unnecessary Motion
 Excess Inventories
 Over Processing Or In-correct Processing
 Waiting Time
 Unnecessary Transport
MACRO-INDUSTRIAL WASTE

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LEAN TOOL
5S
VSM
WRM
The term lean denotes a system that utilizes less, in term of all input, to
create the same output as those created by a traditional mass production
system, while contributing increased variety for end customer.
(Panizzolo, 1998)

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5S Vs VSM
5S VSM
Lean tool for material and process
waste handling.
Lean tool for information and
process waste handling.
Works on 5 pillars related to
physical arrangement activities.
Works on timeframe arrangement of
value and non value activities.
This activity reduces scrap, defects,
raw materials, unneeded items, old
broken tools, and obsolete jigs and
fixtures.
It is the specific activity within the
supply chain required to design
order and provide a specific product
or value

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METHODOLOGY
Preparatory
Stage
Data Collection
for Feasibility
Study of 5S and
VSM
Result
Analysis
Implementation
Plan For 5S and
VSM

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5S & Its Feasibility Study

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What is 5S?
5S is…
 One tool that supports the principle of waste elimination by
organizing the workplace
 An integral part of the Lean process
 The difference between ordinary and extraordinary companies
If you’re going to Do It, Do It
RIGHT!

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BENEFITS
Zero changeovers bring product diversification
Zero defects bring higher quality
 Zero waste brings lower cost
 Zero delay bring reliable deliveries
Zero injuries promote safety
Zero breakdowns bring better equipment availability
Zero complaints brings greater confidence and trust
Zero red ink brings corporate growth

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FEASIBILITY STUDY
Questionnaire Analysis
Visuals
By Studying Searching Time
METHODS

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FEASIBILITY STUDY
0
5
10
15
20
25
30
35
40
45
Excellent Very good Good Average Poor
2
4
25
41
28
Percentage
Percentage Rating
QUESTIONNAIRE
ANALYSIS
Total no. of
people
involved: 38
QUESTIONNAIRE

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CUTTING ROOM VISUALS
Observation: Old cartons
and clamps are placed
under the table.
Observation: Running
and Old style patterns are
stored under the table.
FEASIBILITY STUDY

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Observation: Racks are
not labelled and not in use.
CUTTING ROOM VISUALS
FEASIBILITY STUDY

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Observation: Wastages
are placed on the band
knife table
CUTTING ROOM VISUALS
FEASIBILITY STUDY

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SEWING ROOM VISUALS
Observation:
Employee bags are placed on
the racks instead of bundles
No proper bundle storage
Racks are without labels
FEASIBILITY STUDY

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Observation: Outdated charts
are placed in the notice board
of production manager’s cabin.
SEWING ROOM VISUALS
FEASIBILITY STUDY

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Observation:
Overloading of bundles in
the racks
 Are you able to pick a
bundle of specific number?
SEWING ROOM VISUALS
FEASIBILITY STUDY

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VISUALS RESULTS
The visuals presented here are showing the poor state of the
company in terms of 5S.
These visuals are showing the arrangement and placement of
different items like machines, bundles, etc at the wrong place
and stored in inefficient way.
This scenario depicts the necessity of first two pillars ‘sort’ and
‘set-in-order’ of 5S.

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SEARCHING TIME
ANALYSIS
0
2
4
6
8
10
12
NB 28225 NB 28226 NB 28252 2H0778 2H0779
4.3
7.2
6.3
9.4
10.1
Time
in
sec.
Style
Searching time analysis for patterns one month older
Average time: 7.46 min.

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SEARCHING TIME
ANALYSIS
0
5
10
15
20
25
30
35
40
45
50
NB 28221 NB 28220 2H0774 2H0770 2H0779
42.5
45.4
32.5
21.3
33.5
Time
in
sec.
Styles
Searching time analysis for patterns two month older
Average time: 35.O5 min.

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SEARCHING TIME
ANALYSIS
0
5
10
15
20
25
30
35
40
45
NB28225 NB28226 2H0778 NB28252 2H0779
42.3
39.4
33.2
42.1
35.1
Time
in
sec.
Style
Searching time analysis for end bits for re-cutting
Average time: 38.42 min

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SEARCHING TIME
ANALYSIS
0
0.5
1
1.5
2
2.5
3
3.5
NB28225 NB28225 NB28225 NB28225 NB28225
2.13
3.24
1.25
2.2
1.32
Time
in
sec.
Style
Searching time analysis for bundles of running style
NB28225
Average time: 2.028 min.

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SEARCHING TIME
ANALYSIS
0
0.5
1
1.5
2
2.5
3
3.5
2H0779 2H0779 2H0779 2H0779 2H0779
1.24
2.34
2.12
3.16 3.2
Time
in
Sec.
Style
Searching time analysis for bundles of running style
2H0779
Average time: 2.412 min.

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SEARCHING TIME
ANALYSIS
The time calculation of the search for bundles, patterns, end
bits, etc. are too high to be comfortable with.
These results shows that
There is no proper place for storing the items like bundles,
end bit patterns etc.
The racks are not labeled due to which operators are
facing the problem of searching the items.
RESULTS

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AUDITING
INITIAL AUDIT SCORE
Current Status Target to Reach

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5S Implementation Plan

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PLANNED
METHODOLOGY
Shine
Sorting
Set-In-Order
Standardize
Sustain
Team formation
Announcement of 5S
5S Pillars
Selecting target area
Training
TEAM FORMATION FORMATS
TRAINING BOOK

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5-PILLARS
S
O
R
T
S
E
T
I
N
O
R
D
E
R
S
H
I
N
E
S
T
A
N
D
A
R
D
I
Z
E
S
U
S
T
A
I
N
5S
PILLARS

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5-PILLARS NO NO
YES YES
Sort – is
item
needed?
Does the
item have
value?
Set-in-order and
shine
Move to temporary
storage
Standardize and
make visual
Use in another
location or dispose
within 2 weeks
Sustain Trash
PROCESS FLOW

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1ST PILLAR-SORT
S
O
R
T
The objective of sorting is to get rid of unwanted items by focusing
on the core items that are needed to fulfil the requirements of the
job and discard items that are not needed

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1ST PILLAR-SORT
Photography of working area
Red Tagging of Un-Needed Items
Classification of items
Scanning the working area
Red Tagging Suggestions & Reminders
Local Area
(Departmental)
Central Area
(Factory)
Identification of Red Tag Holding Area
STEPS INVOLVED

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1ST PILLAR-SORT
SORTING METHODS
Priority Frequency of use How to use
Low Less than once per year, once
per year
Store away from the
workplace
Average One per month, once per
week
Store together but
offline
High Once per day Locate at the
workplace
OBJECTIVE
 Get rid of unwanted items by focussing on the core items that are needed
to fulfil the requirements of the job and discard items that are not needed.
Look for items that are dusty or hidden behind, under, or on top of
machinery and/or shelves
Improve by examining the facility from one end to the other to identify
unneeded items and “junk”.

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1ST PILLAR-SORT
High Priority: (Stored at the
work place)
• Thread
• Trimmer
• Chalk
• Template
• Pattern
• Profile
• Pens/Pencils
• Trims/Accessories
• Bobbin/ Bobbin Case
• Gum sheet
• Cloth and water
Average Priority: (Store together but
offline)
• Needle
• Measurement Charts
• Iron Water
• Iron Table Cloth.
• Machine oil
Low Priority: (Store away from the work
place)
• Folders
• Guides
• Needle Screw
• Pressure Foot
• Screw driver
IDENTIFICATIONS OF
ITEMS WITH
PRIORITY WISE

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RED-TAGGING
Launch the Red Tag Project
Identify the Red Tag Targets
Set Red Tag Criteria
Make a Red Tag
Attach Red Tags
Evaluate Red Tag Items
Documentation
Red tagging literally means putting red tag in
the factory that need to be evaluate as being
necessary or unnecessary.
RED TAG DESIGN
RED TAG LOG

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1ST PILLAR-SORT
 Raw material
 Procured parts
 Processing parts
 In-process inventory
 Assembly parts
 Semi-finished products
 Finished products
Red-tagging targets
Type of items Inventory
Equipment
 Machine
 Equipments
 Tools
 Cutting bits
 Conveyance tools
 Work tables
 Cabinets
 Shelves
 Chairs
 Supplies
Physical areas
 Floors
 Walkways
 Operation area
 Walls
 Shelves
 Departments
Probable physical areas
where red-tagging will
take place

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1ST PILLAR-SORT
S.NO Treatment Description
1 Throw it
away
Dispose of as scrap or incinerate items that are useless or
unneeded for any purpose
2 Sell Sell off to other companies items that are useless or
unneeded for any purpose
3 Return Return items to the supply company
4 Lend out Lend items to other sections of the company that can use
them on a temporary basis
5 Distribute Distribute items to another part of the company on a
permanent basis.
6 Central red-
tag area
Send items to the central red-tag holding area for
redistribution, storage, or disposal.
DISPOSAL
METHODS

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2ND PILLAR-SET IN ORDER
S
E
T
I
N
O
R
D
E
R
A place for everything
&
everything in its place
Objective:
 Needed items can be easily found, stored and retrieved
 First-in first-out (FIFO)
 Save space and time

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2ND PILLAR-SET IN ORDER
Identifying locations
Deciding appropriate location
Labelling of equipments
Labeling of racks
STEPS INVOLVED

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2ND PILLAR-SET IN ORDER
THREE PRINCIPLE:
Principle of sorting jigs, tools, and dies to eliminate waste
Principles of motion economy to eliminate wastages
Using the 5S map to decide location for the items
STEP 1: Deciding appropriate location

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2ND PILLAR-SET IN ORDER
STEP 2: Labelling of equipments
S.NO Item name M/c code/ no
1 Lay Weights LW1
LW2
LW3 etc.
2 Big Round
Weights
BRW1
BRW2
BRW3 etc.
3 Straight Knife
Cutting M/c
SK1
SK2
SK3
4 Stickering M/c StM/c1
StM/c2 etc.

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2ND PILLAR-SET IN ORDER STEP 3: Labeling of racks
R1R1C1
R1R2C1
R1R3C1
R1R4C1
R1R5C1
R1R6C1
R1R1C2
R1R2C2
R1R3C2
R1R4C2
R1R5C2
R1R6C2
R1R2C2
Rack
number-1
Column
number-2
Row
number-2

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2ND PILLAR-SET IN ORDER
STEP 4: Identifying location
STRATEGIES USED:
The signboard strategy
Painting strategy
"After" 5S map strategy
Color-Coding strategy
Outlining strategy

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3RD PILLAR-SHINE
Objectives:
Cleanliness ensures a more comfortable and safe working place
Cleanliness will lead to visibility so as to reduce search time
Cleanliness ensures a higher quality of work and products
S
H
I
N
E

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3RD PILLAR-SHINE
Determine shine targets
Determine shine assignments
Determine shine methods
Prepare tools
Start to shine
STEPS INVOLVED

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4TH PILLAR-STANDARDIZE
The objective of standardization is to consolidate the first 3 S’s by
establishing standard procedures. This activity is carried out to
determine the best work practices and find ways of ensuring that
everyone carries out an individual activity the same ‘best’ way.
S
T
A
N
D
A
R
D
I
Z
E

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4TH PILLAR-STANDARDIZE
Standardize means establishing “Best Manufacturing Practices, including:
Workplace Layout and Design
Materials Handling Analysis
Clear and Concise Work Instructions
Well Defined Work Methods
Safe (Ergonomic) Working Practices
Training
Documentation
AUDIT FORMATS

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4TH PILLAR-STANDARDIZE
AUDIT FORMATS
 5S checklist
 5S departmental audit sheet
 5S strategic audit
 Team formation format
 Requirement sheet
 Notice board
 5S Score card display
 Machine maintenance card
 Machine maintenance log

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5TH PILLAR-SUSTAIN
S
U
S
T
A
I
N
This is by far the most difficult S to implement and achieve because
human nature is to resist change.
Sustain focuses on defining a new status quo and standard of work place
organization.
Creating conditions to sustain the 5S plan:
Awareness
Time
Structure
Support
Reward & recognition
Satisfaction and excitement

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5TH PILLAR-SUSTAIN
Tools and techniques to sustain 5S implementation:
 5S slogans
 5s posters
 5S photo exhibits and storyboards
 5S newsletters
 5S maps
 5S pocket manuals
 5s department tours
 5S months
Work done: Re-Designed the SOP
for cutting department

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vSM & Its Feasibility Study

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WHAT IS VSM?
The value stream is a collection of all actions value added as well
as non value added that are required to bring a product or a group
of product that use the same resource through the main flow, from
raw material to the arms of the customer.
(Rother and Shook, 1999)
It creates a common language for production process, thus
facilitating more thoughtful decisions to improve the value
stream.
(McDonald, Van Aken & Rentes, 2002)

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BENEFITS
It helps to visualize more than just a single process level in production. One can see
the entire flow
Mapping helps in not only to see the waste but also its source in the value stream
It provides common language for talking about manufacturing process
It ties together lean concepts and techniques
It forms basis of an implementation plan

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FEASIBILITY STUDY
Departmental flow analysis through IDEFO
Selection of single style for process routing
Process activity analysis
Process waste analysis
Current state mapping
VA/NVA/INVA calculation and timeframe analysis
STEPS

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FEASIBILITY STUDY
STEP1: Departmental flow analysis through IDEFO
PROCESS
Inputs – Materials/
Information
Controls
Resources
Outputs of the
process

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FEASIBILITY STUDY
STEP 2: Selection of single style for process routing
PRODUCT BARMUDA
BUYER WALMART
STYLE #NB- 28225
TOTAL S.A.M. 15.562
MANUAL S.A.M. 4.293
MACHINE S.A.M. 11.269

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FEASIBILITY STUDY
STEP 3: Process activity analysis
Process activity chart format
It includes :
Process
Time taken (sec)
Process flow
NVA/VA/INVA categorization
Waste classification

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FEASIBILITY STUDY
STEP 4: Process waste analysis
FORMATS
PROCESS TIME BREAKDOWN
TOTAL TIME (sec)
OPERATION
TRANSPORTATION
INSPECTION
STORAGE
DELAY
WASTE TIME BREAKDOWN
TOTAL TIME (sec)
Waiting time
Motion
Inventory
Transportation
Defects and rework
Inappropriate processing
Over production
Waste Analysis

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FEASIBILITY STUDY
Step 5: Current state mapping
When drawing the Current State Map, VSM
suggests “choosing key components first,
and getting the others later if needed”
(Rother & Shook, 1999)
Current State Map

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FEASIBILITY STUDY
Step 6: VA/NVA/INVA calculation and timeframe analysis
VA/NVA/INVA Analysis
NVA /INVA/ VA BREAKDOWN
TOTAL TIME (sec)
VA
NVA
INVA
FORMAT

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FEASIBILITY STUDY
RESULTS

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FEASIBILITY STUDY
RESULTS

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FEASIBILITY STUDY
RESULTS

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WASTE ON TIME-FRAME
ANALYSIS
The time calculation of process time, waste time and value breakdown
presents requirements for WRM..
These results shows that
Whole process is about 97% non value added and only 3% adds to the
value of customer.
Storage and delay covers major portion of process time waste i.e. 85% .
Most of delay are made in for of inventory and waiting time followed by
transportation.
RESULTS

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VSM Implementation Plan

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PLANNED
METHODOLOGY
Framework
Mapping
Process
Simulation
Model

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FRAMEWORK
MTTO
MTTT
MTTY
MPLT
Concept of Mean Performance Lead Time [MPLT]
•MTTO=Mean time to organize
•MTTT=Mean time to trigger
•MTTY=Mean time to yield
% Performance efficiency = (MTTT/MPLT) * 100

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FRAMEWORK
Activity categorization
Bottleneck Process
Physical
flow
Information
flow
Data
boxes
Delay
Timeline

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MAPPING PROCESS
IDEFO
Integration definition for function modeling.
Current State Map

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SIMULATION MODEL
This phase involves the use of mathematical tools to incorporate variation
into the VSM and perform a dynamic evaluation of the function.
This will also provide user friendliness to the model, wherein the user can
input different time values for all the delays and processes in the VSM.
The simulation will then calculate MTTO, MTTT, MTTY, MPLT, non-value
added time , value added time and efficiency of the maintenance function.

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SIMULATION MODEL FLOW CHART
Boundary definition
Value definition
Boundary definition
Gather data
Mapping the flow of items
Adding data boxes
Going back to the job shop
Action and plan tracking
Choosing natural group
Developing ideal state map
Developing future state map
Prepare
Current condition
Develop vision
Act

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SIMULATION KEY POINTS
Takt Time
• Takt time = Available work time per day/
Customer demand per day
Finished good
supermarket
• A “supermarket” is nothing more than a buffer
area (space allocated for product storage) for
products that are ready to be shipped, located
at the end of the production process
VA INVA NVA

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VSM PCDA MODEL
Framework
Product
family
formation
Flow
visualization
Data for
process
boxes
Mapping Process
Merge similar
routing
Current state
map
Future state
map
Simulation
% Efficiency calculation Buffering

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SUMMARY
Major and minor classification of industrial waste is done. This leads to
formulation of a methodology for selection of lean tools for waste reduction
management.
Taxonomy of the garment industry with a view to identifying targets for
handling WRM tools was developed.
Lean methods 5S and Value Stream Mapping was used as a tool, to identify
opportunities for reducing industrial waste from production
From the results obtained from using lean WRM tools at TSIL, an
implementation plan was developed to enhance 5S implementation
methodology and the value stream mapping to evaluate the future state map

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LIMITATIONS
Effective implementation is dependent on the attitude of the people
involved
The implementation is impossible without Organization’s
Management Support
Convincing the people for the change is a time taking process
If the implementation shows even a bit of negative impact on the
people, it would be discarded and it will be next to impossible to re-
implement in the future
Implementation requires enrolling the people, rather than ordering
and getting the work physically done

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FURTHER SCOPE
Once Lean is achieved in the organization, the Lean approach could
be expected from the organization’s vendors. This all could be
achieved through Value Stream Mapping, facilitated with other Lean
tools.

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CONCLUSION
The development of 5S and the future state map is not the end of a set of
waste reduction management activities. It should be stressed that the
whole process should be revisited and reprocessed until the future
becomes the present. The idea is to keep the cycle going because if
sources of waste are reduced during a cycle, other wastes are uncovered
in the next cycle. Lean manufacturing tools for waste reduction
management can thus be adapted in any manufacturing situation albeit
to varying degrees.

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THANK YOU