Chapter 5
IMPLEMENTATION OF 5s CONCEPT AND KANBAN SYSTEM IN GARMENT INDUSTRIES A) 5s CONCEPT 5.1, Introduction Many Japanese firms have been making the most of the practice of 5s concept in order to enhance human capability and productivity. Since its introduction by Takashi Osada in the early 1980s, it has been demonstrated that the SS techniques could considerably raise the performance in production line including housekeeping, health and safety. '5s'
literally means a place for everything and everything in its place, ready for use.
Although 5s technique is a simple tool in the lean glossary, its impact after implementation is very high in terms of employee motivation and productivity. [5] It is observed from the literature survey that most of the medium scale garment industries in India are not taking advantage of 5s. It is known that in any garment manufacturing unit, the challenge is to keep the environment clean due to the dusty working conditions. 5s was thought of as a possible and potential tool to provide a solution to the above. A medium scale garment industry in Bangalore (Alpha Garment Industry) which evinced keen interest in 5 s implementation was chosen for the analysis and implementation. After initial discussions with the management, requisite information was gathered from the concerned managers and
supervisors of the above firm.
*
Part of the contents of this chapter has been presented and published in the
proceedings asfollows. "Implementation of 5S - Lean technique to improve garment warehouse eficiency " ln~ernationalCongress on Productivity, Quality, Reliability, Optimization and Modeling
(ICPQROM). 7-Bt'February 2011, India Habitat Centre, New Delhi.
Essential information was collected before the implementation of 5s plan, an approach was proposed and implemented, and finally the feedback was collected once again to make appropriate inferences. Details are discussed below. 5.2 Aim
To introduce 5s concepts in order to make the g m e n t manufacturers utilize the benefits of good house-keeping procedures.
5.3 Observations and problem identincation After analyzing and critically examining the existing stores, the following observations (which speak of the poor housekeeping) were made. Fabric rolls and accessories received in the Material Inward area were stored unscientifically. The crates for accommodating the fabric rolls and accessories were severely bent due to overloading. Uneven arrangement of fabric rolls Very low utilization of storage space Insufficient information on the fabric storage layout board. Non availability of storage bins for many accessories. Used accessories improperly stored Enormous time to identi@ accessories for retrieval Total absence of disposal of wastage and un wanted items Unduly long storage of fabric rolls in the sub-store area instead of quick disposal Hap hazardous storage of fabric samples, making location time consuming
5.4 Objectives To establish effective house-keeping procedures in the stores department. To implement and maintain an effective system to achieve a conducive environment for quality.
5.5 Methodology adopted Discussion with managers to identi9 the department for 5s implementation Using the 5 s master scoring criteria, record the present level of performance Implementation of 5s tools in the stores. Evaluate the performance of the stores after SS implementation
Design the audit sheets and conduct the internal audit to gauge the performance. 5.6 Analysis of the existing system The stores department at Alpha garment industry was categorized under the following three groups: 1- Fabric Store 2- Disposable itemdrecords store ,and
3- Accessories store
After conducting several meetings and discussions with the managers, it was decided to analyze and implement the 5s housekeeping procedures in the stores deparhnent. The SS deployment team was constituted involving the supervisor and mtmbers of the stores department. To start with, the established SS training practices were imparted to the SS team. Using the Master scoring criteria, the existing level of performance was recorded. For the scoring criteria and 5s Scoring, the check sheet was adopted in this exercise [72]. Using the check list, the existing level or points of the performance was marked for all the three stores (Red colored italics in Table.5.1). At this stage, the materials and the fabric were hap hazardously placed in all the stores which resulted in confusion, delays in retrieving
the materials, lqse of time and redundancy.
Table-5.1 :SS Master Scoring Criteria
Sort
Description Points 5 Unneeded items have been completely disposed? All unneeded items are stored away fmm work place (awaiting 4 disposition) 3 It is easy to distinguish between needed and unneeded items 2 It is difficull to distinguish between needed and unneeded items. 1
-
,vt
~ i t l l Nlti l 1 ~ 1 1 1 ,1I t~ 11 ~ ~l l l t f ! l \ 111 t l l l l t t ~ l i ' ro,q1 i l 1 i V
Points Description 5 All tools and gauges are identified and their proper location. Supplies and raw material areas are clearly marked for part number and quantity per location. Straighten 4 Colour coding, outlining or other methods are used to facilitate placement of tools, gauges, supplies and materials. Location and item indicators are used for tools, gauges, supplies 3 and raw materials. Aisles are clearly marked. It is difficult to distinguish what goes where in what quantities. 2 It i.\ not por \rhli to d ( ~ / r ~ r . r ~ ~ rcjhirt r r i c ~ ,yoi r t t hc'ri r r i r r l rrr 11lrrrr I y~t~ltitjt~~'.\
5 Shine
4 3
3
2
Sustain
1
Cleaning tasks has been combined with dirt prevention methods. Tools, fixtures and gauges are free of residual magnetism. Cleaning tasks and cleanliness inspection checklists have been combined. The work area is cleaned daily.
Improvements are identified and implemented. 5s audits are performed throughout the facility. Improvement areas are identified but not yet implemented. 5s activity is apparent in some areas. 5S training has heen @cn ro all uCIvFvociut~, hul there is vro othrr evidence of SS uctirti!y.
The above critical obscnations at the storcs department \\.ere discussed with tlic mansper and the supeniscv. It was unanimously felt that action was warranted to ilnpro~ethc perlhnllance ofthe stores.
5.7.1 SORT: Fabric rolls. materials and reccjrcis ~ c r physically c scgrrgated and groupcd. A M ' i~~iiilyal:, u a s conducted Ibr the rnutc.r~alsand the rc~ulrsarc gi\cri he lo^
.
,
,: 8: CUMlJLATlVE 4'0 OF ITEMS
i:
:
;
:
i:
111
figurt' 5.1 ancl tahlc
,r
Figure 5.1 : ABC Classification Table 5.2: Number of items classified according to ABC /bartirularr
A Class Items
B Class Items C Class Items --
'Total no. of Class I 1 ----ltems Cumulative % o f 1 I / 49 = 22.44% Class Items
20 ." 63.25%
18 --
-
100%
It was found that there were 2 empty racks in each row of the stand in the fabric store.
2 empty racks x 4 rows = 8 empty racks across 4 rows Total no. of racks = 6 racks in each row x 4 rows = 24 % of space not being used = 8/24 X l00= 0.3333 X 100 = 33.33%.
As the first step of improvement, the fabric rolls were rearranged and the empty racks were filled. A suitable ladder was deployed so that the top rack was also easily accessible. The Comparative Analysis that resulted after implementing the first S-Sort 1 shown in Table 5.3. Table-5.3: Comparison between existing and proposed SORT states Existing
1
'
Proposed
33.33% of storage space The storage space used in the form of empty effectively by placing racks in the fabric layout fabric rolls. storage not being used ( effectively.
Benefits
1
utilization storage space. 100%
1
I
;i!1
Infrequently and frequently used fabric rolls and inventory stored haphazardly in the sub store.
Infrequently and frequently used fabric rolls and accessories sorted and properly placed.
Easy retrieval of items.
~ropkr methodologies and procedures not used for identifying and retrieving of accessories
ABC analysis implemented wherein accessories are sorted. Color tags also used.
Easy visual identification and retrieval of accessories.
Less clutter to interfere with productive work
Simplification of tasks
5.7.1.1 Proposed Tag System For Sorting: The existing system in the stores department did not provide any identification tags for the materials. To rectify this, the following material identification tags (each of' a specified colour) were prepared and classified as A, B or C as shown in Figure 5.2 62
All the A class itetns were identified using the green tags.
All the 13 class iten~swlt.rc identified ~lsingthe yellow tags.
All the C class ite~nswcre identified using thc rcd tags
Figure-5.2: Different Tags to identify materials The fabrics received in the stores department from various suppliers wcre lirst subjected to quality assessment. A small piece of the fabric called 'swatch' was cut tfotn every roll and was sent to quality inspection.
The status of the garment rolls at each rack was not known in the existing system. Hence. a new display board was designed (shown in Table 5.4). This provides the vital information of the rack board, and can used as a visual display for different fabrics and their status.
63
Table-5.4: Status of fabric rolls in stores
5.7.2 STRAIGHTEN: Final goal: To remove unwanted I unnecessary items and To retain only those which are wantedi necessary
All the materials in the stores dcpartmcnt were considered and those items that secnl to be unwanted1 unnecessary wcre identified and class~fied. Materials that wcre used on a daily basis were given Material Identification 'I'ags according to ABC' classification. Retl tags (Format shown in Fig. 5.3) were designed to indicate materials that will bc cithcr used in future or materials that will be scrapped.
Item Name:
Tag number. Tag Date.
Tagged By: "...,
...-,..-..-*
Classification:
------I
Reasons:
I I
Disposition Required
Action Taken Action Description :
New Location:
New Cell/ Area:
Approved By:
Date:
Figure.5.3: Red Tag Form Red Tag Log: Red Tag log (Table. 5.5) was suggested to record information about all
tags used on a Red Tag so that disposition is tracked easily.
Table 5.5: Red Tag Log
Materials and records were then organized in such a way that the necessary items are placed close to where they are needed and in such a way that any waste or abnornlality is apparent. In this situation, the store personnel can quickly assess the condition of the material and determine whether or not abnormal conditions exist. The comparative analysis carried out after implementing the second S-Straighten is shown in Table 5.6.
Table-5.6: Cornparison between existing and proposed STRAIGHTEN states -.
Existing
Proposed
Benefits
Fabric rolls manually Material handling equipment 50% of total transportation transported consuming about used which reduces the time time is saved with less 10 minutes. taken to about 5 minutes. human efbrl.
1 Easy recognition accessories and frequently used items at hand
accessories Racks and materials kept in sub store not used and the materials arranged haphazardly.
Unused materials and disposed off.
removed Unnecessary and infrequently used materials removed.
Simple material handling equipments that are proposed to cany accessories and the fabric rolls inside the stores are shown in Figure 5.4 and 5.5
Figure-5.4: Container for accessories
Figure-5.5: Container for fabric rolls
I
5.7.3 SHINE: The stores department was full of dirt and materials were dumped everywhere. Regular cleaning should be a habit and stores pemnnel should consider it as a fbrm of inspection. Irregularities or malfunctions can be easily noticed if the surrounding is clean. This was one of the objectives of this second S-Shine exercise. The comparative Analysis taken up subsequent to implementing the sccond S-Shine is shown in Table 5.7. Table 5.7: Comparison between existing and proposed SHINE states
I
Existing State
I
Proposed State
I
I
Benefits
Racks not properly Racks painted periodically maintained. Evidence of and cleaned on a regular avoided. basis. rusting. placed at the Cleaning agcnt available readily at hand agents and sweeping sub-store area. supplies) not provided. 5s corner (all cleaning 5s comer
.
not seen properly.
5.7.4
- -..
---
display of matena! flow and storage space boundaries.
STANDARDIZE:
5 s checklist was designed and suggested to be frequently employed as a standard
practice. Table 5.8 shows the obvious advantages to be reaped.
Table-5.8: Comparison between existing and proposed STANDARDIZE states
Existing
Proposed
5 s activity not performed prior to commencement of every shift
Benefits Makes work easier without wastage of time and distraction during work.
5 s activity performed 15-30 minutes prior to commencement of every shiA on daily basis or weekly basis
I Hardly any Visual display i Use of visual communication. i Avoids c o n f u ~ n a n d h e l p s l 1 used
I Some suggested methods are: I higher concentration on the I
I
work to be done.
-Colour coding -Use of labels
-Indication where things are to be put -Directional arrowst marks -Performance indicators
I
1
I
Slogans on 5 s and Quality Workers motivated to do ( the job right the first time Standards to be displayed. and also focus on the job. The following slogans are suggested:
Slogans on 5S and Quality Standards absent.
I
/ I
-Do things Right the First time.
-Our aim is Zero defects. -Plan the Work, Work the Plan. -Self calibrate the inspection and measuring instruments
5.7.5 SUSTAIN: New checklists for all the three stores were prepared. By considering the functions of the stores, new audit sheets were also designed and multiple audit were conducted .The
schedule proposed to the stores department was to conduct monthly internal audit, find non -conformities and take remedial measures. Comparative Analysis after implementing the Fifth S-Sustain is shown in Table 5.9 Table: 5.9: Comparison between existing and proposed SUSTAIN states Present
Proposed
No check list for the stores
I No
audit procedures
sheets
Benefits
redundancy New checklist considering No increased accountability all materials designed
I*
and I Internal auditing using audit I Audit sheets help in continuous improvement. sheets .-
Hardly any involvement
employee More involvement
employee Increased employee morale
As a part of the 'Five S' deployment in the stores department, the 3 sections mentioned earlier viz., Fabric Store 1, Disposable itemsirecords Store 2 and Accessories Store 3 were indentified along with a leader and team for each area. These identified personnel were trained for Five S deployment (with the help of standard audit check sheet templates that are shown in Appendices -11 & 111). With the help of identified team members, the as- is basis 5S basic audit of each identified area was completed. As a result, the gaps were identified for basic '5s' improvements. The team members were immediately advised to improve their respective areas with systematic action plan and to show considerable improvement. The Area-wise Consolidated Audit results conducted subsequently are shown in Table. 5.10. Major observations and actions needed are listed in Table.5.11. The audit was conducted using the Marking Criteria: 1= Very Bad, 2 = Bad, 3 = Average, 4 = Good, 5 = Very Good.
I
Table 5.10: Area-wise consolidated audit results March 2010 S1. No.
Area
I
I
/
Score of Score of First Basic 5 s Audit Conducted Audit conducted as is basis
I
-
Fabric Store 1
I
Disposable iteh~slrecords Store 2
Conducted
I
55
20
-
I
75
I
I
I
/ Score of third
1 second Audit I Audit Conducted
75
30
Accessories Store 3
1 Score of
75
30 I
-
April 2010
80
I
65
70
Table: 5.11: Audit observations SI. No.
1
2
3
1 Area
I Observations
I Fabric Store 1 I Disposable itemslrecords Store 2 Accessories Store 3
/
-
--
-
Very good Improvement observed. Labeling on shelf and drawers to be improved Further Classification of files and folden needed. Appreciable Improvement observed, Small Items such as Packing Label to be placed systematically Improvement observed, Further improvement needed in classification and storage of records.
5.7.6 Strengthening of 'Five S' and Traceability of Documentation: In view of the audit, special care was taken on housekeeping and traceability and retrieval of files, folders, records, reports and control samples. The following targets were met for retrieve-ability as shown in table 5.12. (The target times for retrieval at all the three stores were set by the manager of the stores by considering past data and experiences). The tightened target of five S (5s) for retrieval of items for all the 3 stores is designed as part of the continuous improvement. (Appendix IV)
Table: 5.12: Aggregate Audit Results AreaKategory
S1 no
13
( Average retrieval time at Store 3
Retrieval Time
1 32 Seconds I Target Achieved I
5.7.7 Overall Improvement: After 5s implementation in the garment Industry, the following results were obtained (as per the 5s master scoring criteria) as indicated in table 5.13
Table-5.13: Improvement after 5S implementation
r
Sort
/
points
/
-
- 1
Un-needed items completely disposed off
5
Straighten
Description
--
Points
Description
5
All tools & gauges and their exact locations identified. Supplies
and raw material areas
clearly marked for part number and
quantity per location.
Wine
1 Points /
Description
5
Cleaning tasks combined with dirt prevention m e t h o d s 7 1
/
I Points 1 I
Schedule
1
1
I
Description
1 first three steps of 5s at the highest possible levels for the entire I
I
I
Sustain
I Points I
1
facility.
1
I
5
Description A disciplined system of control and maintenance
in place to?
I
assure appropriate sorting, straightening and sweeping
5.8 Conclusions The primary aim of the 5 s implementation was to achieve improved safety, efficiency, and employee morale in Alpha garment Industry. With the full co-operation of the management and employees, the implementation was completed. By deciding what should be kept, where it should be kept, and how it should be kept, 5 s eliminated wasteful clutter and created ownership of processes among workers. The results of 5s were both visually and economically impressive. However, there are obstacles in the effective implementation of the 5s. The most noteworthy barriers identified are related to communication gap between the top management and shop floor employees and
the lack of training and consciousness of this activity
amongst the staff, The outcome of implementing the 5s house keeping procedures clearly demonstrates that the 5 s is as an effective technique that can improve housekeeping, environmental performance and health and safety standards in an integrated holistic way. The rcsults achieved in this factory stand proof to the potent benefits of 5s.
B) IMPLEMENTATION OF KANBAN SYSTEM
5.9 Introduction: Many industries in India, including the garment industries, believe in holding huge amount of inventories. Many of the garment manufacturers are practicing the 'push' system of production. This results in high stocking in the stores, large work-in process and large volumes of finished goods in the warehouse. Consequently, substantial amount
of capital is tied up, resulting in perennial financial pressures. [61]. According to Taiichi Ohno, the person credited with developing Just-in-time concept (JIT), Kanban is one means through which JIT is achieved. Kanban is not an inventory control system. Rather, it is a scheduling system that pin points what to produce, when to produce it, and how much to produce. The flow of parts throughout the product line is controlled by Kanban Cards
as proposed by [44]. Kanban system is known to tackle and solvc the situation of inventory control too. [43] .Hence an attempt was made to introduce and implement the Kanban system at Messrs Sun Garment Industry (located near Bangalore) where this assignment was taken up. This research work was carried out with the objective of designing the Kanban method for controlling the production and material flow in the above ~ndustlg.
5.10 Aim & Objective To reduce the work-in process at all stages of the fabric flow through the implementation of Kanban and the design of Kanban cards for production and withdrawal process. (A typical example of the mass production of 'Formal Shirts' in the factory was chosen for this exercise).
5.11 Analysis of the existing system The fabric rolls move from the stores department and undergo various operations as indicated in Figure 5.6
I
Stoma
I
I
r
I
.J-
I
I . I.
-
! I
. .c
Cutting
I
,
,
' F
.-
1
Product line
1
.?
8
Assembly line
~
1
1 Inspection
1 1
PresslnQ end Packaging
-
-.i
'
1
I
1 ' I
Dispatch
I
I I
Figure 5.6: Process chart of the fabric flow
5.12 Data Collection Product: Formal Shirt. Lot size (Customer order): 2000 shirts. From 1 fabric roll (dimensions 20 x 1.5 meters), 1 O shirts arc produced 200 fabric rolls are required for 2000 shirts. Weight of each Fabric Roll: 3 Kg Each of the departments shown in Fig.5.6 needs 5 days to complete the respective individual step of the production for 2000 shirts. Each department completes its operations for 2000 shirts and then sends the material to the next department.
In the existing practice, the company (which follows the 'push' system) purchases raw material (fabrics) as per the customer requirement meant for 2000 shirts i.e., 200 fabric rolls and holds it in the stores. Then, the cutting department collects all the 200 fabric rolls for cutting the main body of the fabric as well as all the other components of the shirt such as the collar, pocket, left panel, right panel, back panel, cuff, button slrip and sleeves. It takes nearly 5 days to cut all the components for 2000 shirts. These cut portions are then given to the product line. Here, each component is processed for hrther operations and it takes 5 days to complete. Next, assembly department collects all the components and the assembly is completed in 5 days. Finally, the completed shirts are sent for inspection. Inspection department takes on the job of inspecting all the 2000 shlrts for possible defects. Inspection takes another 5 days, and then the shirts are sent to the pressing and packaging department for final packing and dispatching. Pressing and packaging too consume around 5 days. As per the above work plan, it takes nearly 25days to complete production and dispatch 2000 shirts. This method of push system mandates holding of huge amount of work-in process at every stage of the material flow. The inventory piled up at every stage is indicated in the Figure.5.7 ASSEMBLY
INSPECTION
--+
---*
PACKAGING
Figure.5.7: Existing inventory pile up at every stage From the stores, 600 Kg of fabric (200 Rolls) is sent to the cutting department. Alter cutting the fabric, 500 Kg of material is sent to product Line and the lefl over pieces (100 Kg) are scrapped. In the assembly, the inventory becomes 510 Kg (after adding other bought out components) and moves thereafter. The work-in process at every department is indicated in Table.5.14
Table.5.14: Work In process at every stage (Existing Practice)
Department Stores
Work in process
200 fabric rolls X 3Kg=600 Kg
Cutting department 200 fabric rolls (20Ox3=60OKg) --
- --
Product line
500 Kg ofinventory after cutting shirt components from fabric rolls
Assembly department
5 10 Kg of inventory aRer processing in product line
Inspection department
5 10 Kg of inventory
Packaging
550 Kg of inventory after packaging (including packing materials)
The existing work-in process and the material flow were discussed in delail with thc managers and supervisors of the garment industry. It was suggested lo implement the pull system (in lieu of the push system) by designing new Kanban cards. The number of Kanban cards required was calculated using the formula of the Toyota production system (TPS), with necessary modifications needed for the garment industry.
5.13 Implementation of Kanban system Product: Formal Shirt. r
Lot size (Customer order): 2000 shirts.
r
From 1 fabric roll of dimensions 20 x 1.5 meters, 10 shirts are produced
r
200 fabric rolls are required for 2000 shirts.
a
Weight of each Fabric Roll: 3 Kg Number of Kanbans suggested: 2 per day (1 each for the morning session and the afternoon session)
a
Number of shirts covered by each Kanban: 200 shirts
5.14 Kanban calculation As proposed by Toyota Production System [ I 101, the number of Kanban can be
calculated by using the following formula
SNP= Standard Number of Parts (container size)
RE= Replenishment Coverage PR=Production Requirement
C RT
POT=Planned Occupied Time = Total
Replenishment Time =RTl +RT2+RT3+RT4+RT5
LO= Lot Size Coverage LS= Lot Size
RT1 = Travel time from finished good super market to KANBAN post RT2= Waiting time of the KANBAN and at the KANBAN post box
WI- Withdrawal Peak Coverage
RT3=Travcling time from KANBAN post to the level board
WA- Maximum Withdrawal by the customer within one Replenishment Time
RT4=waiting time in the level board (Heijunka)
TI=Time Coverage SA=Safety Time Coverage
RTS=production time
ST= Safety Time Window
Replenishment Coverage, RE =
Lot Size Coverage, LO =
Withdrawal Peak Coverage, WI =
PR x C R T SNP x POT
LS -1 SNP
--
WA - LS SNP
Titne Coverage, TI= I Tcustomer - Tsupplier
I
Safety Time Coverage, SA=
PRxSTx60 POTxSNP
5.15 Data collection for Kanban cards The following data was accumulated based on the in-puts from the manager and the supervisors based on the lead time, customer delivery schedule and their past experience:
SNP=50 POT420 min ST=06min
CRT=l SO rnin RT 1=5 rnin
RT2= 10 rnin RT3=5 rnin
RT4= 10 rnin RT5= 1 50 rnin WA=SOunits LS=SOunits Tc=7hr Ts=7hr
LS 2. LO= ----I=--[ SNP
3.
50 50
=0
WA-LS-50-50 W[=--------=O SNP 50
Therefore, the number of Kanban cards required,
I
K= 10 numbers
I
It is clear that the proposed system of pull production will have to makc use of 10 Kanban cards to fulfill the customer requirement. Hence, five withdrawals and five production order Kanban were designed.
INSPECTION
PACKAGING (POK 5)
Flow of i n v e ~ t ~ r y
K I I Flow of order
Figure.S.8: Kanban flow
The proposed flow of the fabric using production order kanban and withdrawal kanban is indicated in figure 5.8. Figures.5.9 to 5.13 refers to Production order Kanban (POK) and Figures. 5.14 to 5.18 refer to withdrawal Kanban (WK).The colour of the kanban indicates that it belongs lo specific department.
Figure: 5.9: Production order Kanhan - I
Figure: 5.10: Production order Kanban -2
r
Prioducticm O d w Kanbn Sun garments Production weer hnban Department Product
3
, AssernbEy line secttun 1 "trt 1%
Style no Containers Total number of shirts produced
Figure: 5.1 1:
14
1 200
Production order Kanhan -3
Iroducr8osl Orct.lear Kzlnhn Sun @armmts 4
Produdan order kanbrn bcp&rtment -. Prudua Styh no Number af Intppsctacs Type o f insp@cticm
inspectioc~mation Shirk
1 C3-,
5 Visual inspectton
cm$ainers
4
Quanafties inspr?cteQ Nuinkr elf shims passed PJumkr'orP5 2 1 t m fa##)Qd
200
.d
Figure: 5.1 2: Production order Kanban -4
Figure 5.13: Production order Kanhan
82
-5
-
PrecedingQpermt3cul S u c c e e d i Opp?ti&tian ~ Quantity
.
InW&arr
"
--
>Pe Container Handling
Dispatch 200 AssernNed Shirt 4 Manually
Figure-5.14: Withdrawal Kanhan-I
Withdrawal Kanban 2 Sun garments
Department
Product PrecedingOperation Succeeding Operation Quantity TYI= Container WandEtng
1 f
Inspection Shirt Assern bly Packaging 200 Assembled Shirt 4
Manually
Figure.5. IS: Withdrawal Kanban-2
Figrrre.S. 16: Withdrawal Kanban-3
Figure5 17: Withdrawal Kanban-4 84
Figure.S.18: Withdrawal Kanhan-5
5.16 Production Pracess as per the New System Using the above Kanbans, pull production system was enlploycd instcad of' the pus11 production system. Fig.S.8 shows the Kanban flow. The stores department now negotiates w ~ t hthc supplier and sets thc rcviscd schedule to deliver 40 fabric rolls per day. After getting an order of 2000 shirts, withdrawal kanban-l is prepared by packaging department and is given to inspection department. Withdrawal Kanban (WK) is prepared for 200shir-t~per session i t . , 400 shirts per day. Inspection department organizes w~thdrawal kanban-2 1i)r 200 shirts pcr session which is then passed on to the assembly department. Similarly, assembly departrnent will send withdrawal kanban-3 for each componcnl of' shirt which is then transferred to the product line. Product line department sends withdrawal Kanhan-4 to the cutting departrncnt. Finally cutting department will prepare withdrawal Kanban- 5 to stores. Stores section supplies the raw materials as mentioned in withdrawal Kanban- 5 to the cutting department. Cutting department will prepare production order Kanban (POK) to cut shirt components of quantity as mentioned in withdrawal Kanban-4 requested by the product line. All the shirt components will be sent to the product line along with the
withdrawal Kanban-rl for verification. The pmduct line will further pmcess the components and will pass them on to assembly line along with withdrawal Kanbm-3. Similarly, assembly department will assemble 200 shirts per session and sent them to inspection department along with withdrawal Kanban-2. Inspection department will inspect shirts and will forward the lot to the packaging department for pressing and packaging. 400 shirts will be preparcd per day. There is no work in process inventory at any stage of production process. 2000 shirts will be prepared in 5 days. Tablc5.15: Work in process at every stage using Kanban cards
I
Department
I
40 rolls X 3 Kg = 120 Kg
Stores I
Cutting department 1 20 fabric rolls (20X3=60Kg) Product ready line
I
Assembly department
I
Work in process
I
50 Kg of inventory after cutting shirt components from fabric rolls
I product ready line
Inspection department
5 1 Kg of inventory
Packaging
55 Kg of inventory aAer packaging
I
-1 1
After implementing the Kanban system in the entire flow of fabric - from stores to packaging - substantial amount of work-in process was saved, as indicated in Table.5.15.The comparison of the existing system without Kanban and the one after implementing Kanban is shown in Table.5.16. The reduction in work-in process is evident.
Table.5.16: Comparison between existing system and Kanban system: I
Department
Existing system
Stores Cutting department Product ready line Assembly de~artment Inspection department Packaging
600 Kg 600 Kg 500 Kg
Work in process I Reduction in WIP Kanban after imp~ementionof system Kanban system 120Kg 480 Kg 60 Kg 540 Kg ----"-50 Kg 450 Kg
I
510 Kg
51 Kg
459 Kg
550 Kg
55 Kg
495 Kg
5.17 Conclusions Feeling the need for an immediate action plan to reduce the enormous inventory in the medium size Garment Factory (Sun Garments), an extensive study was carried out to collect all the data pertaining to the existing mode of operation. This leads to the conclusion that there was an immediate need to introduce an effective system in lieu of the 'push' system being adopted. Accordingly, a Kanban 'pull' system was conceived and implemented across various stages of the garment flow. This resulted spontaneously in reduced inventory, minimum damage to the materials and higher clarity in the material flow. More than
450 Kg of inventory of fabric has been reduced at every section. This has resulted in enormous saving in inventory carrying cost. In addition, production is well-stream lined and the morale of the employees has been boosted up. Gross and net profits of the company are bound to escalate as a direct result of the appreciably reduced inventory costs.
Such an effective implementation of Kanban is not confined to the medium size garment industry. Other industries in general, and all the garment industries in particular (ranging from tiny size to very large scale) will do well to go in for this valuable tool that is fast, inexpensive and potent.
