Productivity Improvement of Cutting and Sewing Section by Implementation of Value Steam Method in a Garments Industry
Delivery with quality and quantity is important for any manufacturing industry. At present, lead time is decreasing day by day and customer requirements also continuously changing. To complete customer demand whole production system should be more capable and efficient. For this reason, productivity is important for manufacturing industries. Productivity can be defined as a ratio between input and output. Garment industries are always having lots of production processes for desired products. Out of these processes some are not essential and do not add any value to the product. Most of the time, management is not quite aware of the non-value-adding processes. If we observe a garments production line, we will see that there were lots of In-process inventories and waiting time between almost every sequential operation. No strict and precise work distribution was followed by many workers. Material’s used to travel large distance from input receiving to needle check and cartooning. Many of these movements and handlings are totally unnecessary. Sometimes reworks are increasing the total completion time. As a result, the productivity was hampered. So, a smooth, streamlined and continuous flow is really necessary to avoid all such unexpected occurrence. The objective of value stream mapping is to identify value-added activities and non-value-added activities. Value stream maps should reflect what actually happens rather than what is supposed to happen so that opportunities for improvement can be identified. Value Stream Mapping is often used in process cycle-time improvement projects since it demonstrates exactly how a process operates with detailed timing of step-by-step activities. It is also used for process analysis and improvement by identifying and eliminating time spent on non-value-added activities. The present study focuses on improving the overall productivity of cutting and sewing sections through value stream mapping (VSM). Different techniques like process integration, job sharing, multitasking etc. will be implemented to improve the current state situation.
Three different product lines (Jacket, Polo shirt, and tee shirt) will be considered to implement this study, and the productivity as well as line efficiency will be compared before and after implementing the technique.
Feld, W. M. Lean manufacturing: tools, techniques, and how to use them. CRC press, 2000.
Tandon, P., Tiwari, A., & Tamrakar, S. Implementation of lean manufacturing principles in foundries. International Journal of Modern Engineering Research, 4(2), 46-49, 2014.
Sun, S., “The Strategic Role of Lean Production in SOE’s Development”, International Journal of Business & Management, vol. 6(2), 2011.
Busser J., “Lean and Six Sigma – Synergy Made in Heaven”, Quality Progress, vol. 36(7), pp. 31-32, 2003.
Abdulmalek, F. A., & Rajgopal, J. Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study. International Journal of production economics, 107(1), 223-236, 2007.
Nunesca, R. M., & Amorado, A. T. Application of Lean manufacturing tools in a garment industry as a strategy for productivity improvement. Asia Pacific Journal of Multidisciplinary Research, 3(4), 2015.
A T M Mohibullah, "A Sewing layout which is enlarged with a part of finishing can be more effective to cost reduction of Apparel Industry," International Journal of Scientific & Engineering Research, vol. 7, no. 4, pp. 1131-1137, 2016.
Chun Wu, Y. Lean manufacturing: a perspective of lean suppliers. International Journal of Operations & Production Management, 23(11), 1349-1376, 2003.
Liker, J. K., & Wu, Y. C. Japanese automakers, US suppliers and supply chain superiority. Supply Chains and Total Product Systems: A Reader, 177-196, 2006.
Jones, D. T., & Womack, J. P. Lean thinking: banish waste and create wealth in your corporation. Free press, (2014).
Hines, P. and Rich, N., “The seven value stream mapping tools”, International Journal of Operations & Production Management, Vol. 17, pp. 46-64, 1997.
Ramesh, V., Prasad, K. V. S., Srinivas, T. R., “Implementation of a Lean Model for Carrying out Value Stream Mapping in a Manufacturing Industry”, Journal of Industrial and Systems Engineering, Vol. 2(3), pp. 180-196, 2008.
Vijayakumar, G., & Robinson, Y. Impacts of lean tools and techniques for improving manufacturing performance in garment manufacturing scenario: a case study. Int J AdvEngg Tech/Vol. VII/Issue II/April-June, 251, 260, 2016.
A. T. M. Mohibullah, U. M. Takebira, Z. A. Ara and M. M. Rahman, "Cost and Time Savings of Apparel Industry through Elimination of Non-Valuated Process in Cutting Section," International Journal of Textile Science, vol. 6, no. 2, pp. 49-56, 2017.
Holweg, M. The genealogy of lean production. Journal of operations management, 25(2), 420-437, 2007.
- There are currently no refbacks.