Kanbanultimate Adi Apparel Interns


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Kanbanultimate Adi Apparel Interns

  1. 1. Cut to Box Module Apparel Production 2006-10 Mentor: Ms Mausami Ambastha Presented by: Mihir Kumar Jha Mukund Narayan
  3. 3. THE BEGINNING <ul><li>Paragon Apparel is a part of Arihant Group of Companies, the group turnover is USD 45.25 Million, which has interest in various fields like automotive parts/edible oil extraction/garment exports/confectionary. Paragon Apparel is promoted by Mr. Roshan Baid & Mr. Sidharth Baid. Both promoters hold degrees in garment manufacturing and merchandising from National Institute of Fashion Technology, India’s premier institute of fashion technology. </li></ul>
  4. 4. Milestones <ul><li>• In 1998, started with one sewing line having 15 machines making full garments and were doing only job work for exporters. </li></ul><ul><li>• In 2001, Set up Paragon Factory at Hosiery Complex with 100 machines and started Reebok India Production. </li></ul><ul><li>• In 2004, Started Reebok International Business with Reebok Spain & NFL. Also started Inhouse printing & Embroidery. </li></ul><ul><li>• In 2005-2007, Set up three more factories with combined machine strength of 700 machines inclusive of all factories. </li></ul>
  5. 5. What is lean? <ul><li>Lean means &quot;manufacturing without waste.” </li></ul><ul><li>  </li></ul><ul><li>Anything that does not add value to the “end customer” is waste. </li></ul><ul><li>The Lean Mantra is &quot;Produce the right products and provide the right services at the required time in the required quantities with consistency and predictability.” </li></ul><ul><li>Overproduction and huge inventories are two of the fundamental wastes in garment industries. </li></ul>
  6. 6. Wastes
  7. 9. Significance of lean in apparel industry <ul><li>Although it sounds simple, apparel industry has one of the very difficult manufacturing processes. </li></ul><ul><li>It is a labor intensive, skill based industry and contains lots of wastes and therefore opportunity for improvement. </li></ul><ul><li>Apparel manufacturers all over the world is pressed to deliver high quality garments at low costs in shorter lead times. </li></ul>
  8. 10. Contd… <ul><li>Hence, most of the apparel manufacturers are turning to lean manufacturing to achieve the given objectives </li></ul><ul><li>Minimized throughput time. </li></ul><ul><li>Low inventory. </li></ul><ul><li>Orderly production. </li></ul><ul><li>Quick changeover </li></ul>
  9. 11. Tools we are using to implement cut to box module <ul><li>6s </li></ul><ul><li>Visual Display Management </li></ul><ul><li>Kanban (Visual Trigger) </li></ul><ul><li>Kaizen </li></ul>
  10. 12. An Introduction of Kanban <ul><li>A Japanese word </li></ul><ul><li>means “visible record” or “visible part”. </li></ul><ul><li>In general context, it refers to a signal of some kind. </li></ul><ul><li>kan=card ban=signal </li></ul>
  11. 13. Kanban Concept <ul><li>One should only deliver to the next as and when they are needed, so that there is no storage. </li></ul><ul><li>The typical kanban signal is an empty container designed to hold a standard quantity of material or parts. </li></ul>
  12. 14. Kanban serves many purposes.. <ul><li>communication devices </li></ul><ul><li>visual communication tools </li></ul><ul><li>purchase orders </li></ul><ul><li>eliminating much of the paperwork </li></ul><ul><li>WIP monitoring </li></ul>
  13. 16. Push Pull <ul><li>Make all you can just in case you run out of material. Just in case the machine goes down, just in case you run into a quality problem. </li></ul><ul><li>Approximate production based on what the customer anticipates they will need. </li></ul><ul><li>Large lots lead to high inventories which hide problems and cause quality problems to increase because bad parts are found later and there are more of them. </li></ul><ul><li>Make only what the customer needs when they need it. </li></ul><ul><li>More precise production based on what the customer has actually consumed. Customer and supplier agree upon a buffer size they would like to keep between them. As the customer pulls apart from the buffer, the supplier is authorized to put that quantity. </li></ul><ul><li>Smaller lots lower inventory level and drive problem resolution. Quality problems are contained with less parts to sort. </li></ul>
  14. 17. Push Pull <ul><li>Waste time and resources running parts that are not necessary. May be more effective for the long term to shut down the machine and do planned maintenance or send an operator to training, solve quality problems. </li></ul><ul><li>Always in firefighting mode trying to determine what is hot, how much inventory is there. </li></ul><ul><li>Reduces waste and provides time to do things we typically do not make time to do. preventative maintenance, housekeeping, training, problem solving, team meetings. </li></ul><ul><li>System is controlled by visual management. Communication improved by gradual feedback the supplier receives from the customer in the form of a pull signal rather than finding out as the customer runs or is running out of parts, leaving little or no time </li></ul>
  15. 18. Why Push and Pull? <ul><li>MRP is the classic push system. The MRP system computes production schedules for all levels based on forecasts of sales of end items. Once produced, subassemblies are pushed to next level whether needed or not. </li></ul><ul><li>JIT is the classic pull system. The basic mechanism is that production at one level only happens when initiated by a request at the higher level. That is, units are pulled through the system by request. </li></ul>
  16. 19. Advantages Requirements PULL system Limited and known Final Inventory Every job is a ‘High Stress’ Rush order, hence one can never relax and take it easy. Worker only consume their time & Raw Materials on what is actually needed Balanced systems MUST be in place. Quality MUST be High – each piece has a definite place to go – else immediate feedback is given Mistake-proofing (poka-yoke) should be there as one can not afford to make mistakes. Any problem will lead to unhappy customers (either internal or external) Quick changeover. 6S and SMED.
  17. 20. Inventory Hides Problems Just as Water in a Lake Hides Rocks Inventory level Inventory level Scrap Setup time Late deliveries Quality problems Process downtime Scrap Setup time Late deliveries Quality problems Process downtime
  18. 21. K-card
  19. 22. Kanban Tools
  20. 23. FLOW CHART
  21. 24. Standard Operating Procedure <ul><li>A production kanban (P.O.) is raised and sent to the cutting dept. 7 days in advance. </li></ul><ul><li>Based on the requirement, the cutting dept., cuts the fabric, gets it embroidered and printed and stores it in the shelves. </li></ul><ul><li>Line receives a broad line plan from the PPC. </li></ul><ul><li>Based on the line plan, the line supervisor raises a kanban & places the K-card in the PPC block. </li></ul><ul><li>On receiving the kanban card the supermarket fills the size breaker, issues the cut parts, keeps one yellow card to itself and sends the pink cards to the trims store. </li></ul>
  22. 25. <ul><li>The trims store issues the required trims, keeps one card with itself and sends the trims trolley along with another card. </li></ul><ul><li>When the cut parts as well as the trims are ready the trolley is sent to its respective line. </li></ul><ul><li>While the empty trolley at the supermarket serves as a kanban signal and supermarket in charge fills it as soon as possible. </li></ul>
  23. 26. Kanban has been known to… <ul><li>Reduce Inventory </li></ul><ul><ul><li>Kanban will reduce inventory, on average, by 25 to 75%. This saves the company significantly in terms of rent, electricity, and storage space. </li></ul></ul><ul><ul><li>In addition, all of the space freed by the implementation of a kanban system can be used for future expansions or new opportunities </li></ul></ul><ul><li>Improve work flow </li></ul><ul><ul><li>The visually organized environment ensures all parts are easily found and continually stocked. </li></ul></ul><ul><ul><li>The speed of moving from one task to another is significantly reduced by the creation of clearly marked flow lanes, kanban cards, and clearly marked labels. </li></ul></ul><ul><li>Prevent Overproduction </li></ul><ul><li>Because parts are only created at the visual signal by the kanban label (link), inventory is much less likely to be overproduced. Resulting in significant savings in the holding of stock. </li></ul>
  24. 27. ..continued <ul><li>Improves responsiveness to changes in demand </li></ul><ul><li>Unlike a predictive system, kanban immediately reacts to the environment. By responding to clearly and easily read kanban cards the lag time between a shift in demand and a shift in production is almost non-existent. </li></ul><ul><li>Provides quick and precise information </li></ul><ul><li>Low costs associated with the transfer of information </li></ul><ul><li>Delegates responsibility to line workers </li></ul><ul><li>Minimize risk of obsolete inventory, because inventory is only created as it is needed </li></ul>
  25. 32. Gang Chart
  26. 33. Visual Display Management
  27. 38. Visual Display Tower
  28. 39. Kaizen Display Board
  29. 40. VDM for trolleys
  30. 41. VDM in supermarket
  31. 42. VDM in sewing lines
  32. 43. Lean <ul><li>Lean = </li></ul><ul><li>Right things + </li></ul><ul><li>Right place + </li></ul><ul><li>Right time + </li></ul><ul><li>Right quantity + </li></ul><ul><li>Minimize waste + </li></ul><ul><li>Flexible and open to change </li></ul>
  33. 44. Conveyance Correction Waiting Motion Over Processing Inventory Over Production Knowledge Disconnection The 8 Wastes
  34. 45. Waste 1 : Over Production <ul><li>The mother of all waste!!!! </li></ul><ul><li>Produce too much, too soon. </li></ul><ul><li>Over production creates other wastes like motion, conveyance, inventory. </li></ul><ul><li>Leads to requirements for storage space, extra handling of parts, storage equipment, and transportation. </li></ul>
  35. 46. Waste 2 : Conveyance <ul><li>Moving stock around </li></ul><ul><li>Delivering batched parts from one process to another </li></ul><ul><li>Transporting parts from a machining area to an inspection area </li></ul><ul><li>Transporting parts from the unloading dock to a storage area </li></ul>
  36. 47. Waste 3 : Waiting <ul><li>Waiting for raw materials to be delivered </li></ul><ul><li>Waiting for a machine to complete its cycle </li></ul><ul><li>Waiting for parts from an upstream process </li></ul><ul><li>Waiting for maintenance to arrive </li></ul><ul><li>Waiting for the next process to cycle so you can start </li></ul><ul><li>Waiting on an order form to arrive </li></ul>
  37. 48. Waste 4 : Over processing <ul><li>Doing more work than required by the customer. </li></ul><ul><li>Trimming a part that will be covered once assembled and the customer will never see it </li></ul><ul><li>Inspection </li></ul><ul><li>Pressing </li></ul><ul><li>Washing </li></ul><ul><li>Repairing more than the standards call for </li></ul>
  38. 49. Waste 5 : Motion <ul><li>Wasted motion can be caused by disorganization, poor work sequence, and poor process layout </li></ul><ul><li>Wasted motion is comprised of people & machines </li></ul>
  39. 50. Waste 6 : Correction <ul><li>“ Correction” is identified as one of the major wastes in lean. It is identified as any repairs or additional work performed outside the operators normal work. </li></ul>
  40. 51. Waste 7: Inventory <ul><li>It is defined as any inventory that exceeds what is needed to meet immediate customer requirements. Reduction of inventory caters in exposing the problems. </li></ul><ul><li>Excess Inventory - Anything more than is required to do the job! </li></ul>
  41. 52. Waste 8 : Knowledge Disconnection <ul><li>Supplier not knowing what the customer needs and when </li></ul><ul><li>Customer not knowing what the supplier is providing and when. </li></ul><ul><li>Cross functional departments not all understanding the same customer priorities. </li></ul><ul><li>Not informing customer when supply is interrupted or changed. </li></ul>
  42. 53. 6S 1. Seiri / Sort 2. Seiton / Set 3. Seiso / Shine 4. Seiketsu / Standardize 6. Safety 5. Shitsuke / Sustain Wrong Right
  43. 56. Visual Control Tools <ul><li>Visual controls are methods and devices that alert employees that specific actions need to be taken. </li></ul><ul><li>Undesirable condition in the process </li></ul><ul><li>Schedule production activities </li></ul><ul><li>Safety issues </li></ul><ul><li>Inventory status </li></ul><ul><li>Routine maintenance interval </li></ul><ul><li>Refill office supplies </li></ul><ul><li>Toner needs to be replaced </li></ul><ul><li>Message light is on (phone, email) </li></ul>
  44. 57. ANDON
  45. 59. Maintenance Supervisor Cutting Helpers Checkers Operators Multiskill Finishing Line Distributor Raw material helpers
  46. 60. Supervisor/ पर्यवेक्षक
  47. 61. Maintenance/ मैकेनिक
  48. 62. Checkers/ चेकर्स 
  49. 63. Operators/ ऑपरेटरों
  50. 64. Multiskill/ बहु कुशल ऑपरेटर
  51. 65. Finishing/ फिनिशिंग
  52. 66. Cutting/ कत्तिंग
  53. 67. Feeding Helper/ फीडिंग हेल्पर
  54. 68. Helpers/ हेल्पर
  55. 69. Warehouse helpers/ वारेहौसे हेल्पर
  56. 72. VCT in sewing lines
  57. 74. Supervisor table before 6s
  58. 75. Supervisor table after 6s
  59. 76. Fabric section before 6s
  60. 77. Fabric section after 6s
  61. 78. Fabric section after 6s
  62. 79. Sewing section before 6s
  63. 80. Sewing section before 6s
  64. 81. Sewing section after 6s
  65. 82. Sewing section after 6s
  66. 83. Cut parts before 6s
  67. 84. Cut parts after 6s
  68. 86. THANK YOU