Lean

“Lean is centered on preserving value with less work.
“Lean is not a theory but a practice to be followed on daily basis throughout the life of the
organizations. Even, the best of Lean Companies waste around 30 % of their resources. The
answer to this waste removal lies with LEAN PRACTICE.”
“Lean implementation is therefore focused on getting the right things to the right place at the
right time in the right quantity to achieve perfect work flow, while minimizing waste and being
flexible and able to change.”
“The cultural and managerial aspects of Lean are possibly more important than the actual tools
or methodologies of production itself. There are many examples of Lean tool implementation
without sustained benefit, and these are often blamed on weak understanding of Lean
throughout the whole organization.”
“I believe that the average farmer puts to a really useful purpose only about 5% of the energy he
expends.... Not only is everything done by hand, but seldom is a thought given to a logical
arrangement. A farmer doing his chores will walk up and down a rickety ladder a dozen times.
He will carry water for years instead of putting in a few lengths of pipe. His whole idea, when
there is extra work to do, is to hire extra men. He thinks of putting money into improvements as
an expense.... It is waste motion— waste effort— that makes farm prices high and profits low.”
"…after a workman has had the price per piece of the work he is doing lowered two or three
times as a result of his having worked harder and increased his output, he is likely entirely to
lose sight of his employer's side of the case and become imbued with a grim determination to
have no more cuts if soldiering [marking time, just doing what he is told] can prevent it."
LEAN MANUFACTURING COMPETITIVENESS SCHEME

BAHADUR KE CLUSTER, LUDHIANA
1
Lean manufacturing defines the value of a product or a service with the customer point of view.
Customers do not mind how hard you work or what is the technology you used to create the
product or service you are selling to them. They will evaluate your product or the service by
looking at how well this is going to fulfill their requirements.
WHY LUDHIANA REQUIRES LEAN
Ludhiana is one of the most important hubs of knitting, textile, garment manufacturing and
finishing and is renowned for its Knitted products.
The Bahadur Ke cluster is a mix of units giving an optimum chance to the LMC to develop
solutions for the whole supply chain of Garment Manufacturing. Most of the participating units
being mostly Domestic Suppliers have their own brands which they market through their
various distributors all through the nation and are very dynamic in nature of the change of
style, color or sometimes their product.
Lean being one of the most used practice for these kind of set ups could actually prove to be of
very much help.
While some of the units are working on bits and pieces of Lean Manufacturing Practice without
even knowing so, some of them are blithely unaware of the fact that something of this sort
exist and how it can help them. The exposure towards change acceptance and Lean
Manufacturing could be seen in the next few pages of this report.
This report is sub divided in various categories to help the readers in knowing what is required
and why the projects are proposed as they are:-
1. Background Study of the Cluster

2. Baseline Surveys
3. Comparative Study of various units
4. Project Proposal

2
CLUSTER
INTRODUCTION

3
SPV UNIT 1: MINIKING KNITWEARS PVT. LTD
BASIC INFORMATION:
NAME MINIKING KNITWEARS PVT. LTD.
ADDRESS BAHADUR KE ROAD, LUDHIANA
YEAR OF ESTABLISHMENT 1995
TURNOVER (09-10) APPROX. 23.7 CR
CONTACT DETAILS MR. ASHOK JAIN ( +91-9357533990)
EMAIL ID minikingminiking@yahoo.co.in
BUSINESS ACTIVITY RMG MANUFACTURERS ( EXPORT AND DOMESTIC)
MAJOR PRODUCTS CATEGORIES & CUSTOMERS:
PRODUCT CATEGORIES/ CUSTOMERS CLIENTS
KIDS WEAR H.V.OSWAL
T. R. OSWAL
GOLDI AGENCY
RAJDEEP HOSEIRY
RAKHI GARMENTS

4
Manpower Strength
Officers 4
Staff 12
Workmen 600

5
6
7
8
9
SPV UNIT 2: PRUTHI INTERNATIONAL
BASIC INFORMATION
NAME PRUTHI INTERNATIONAL
ADDRESS PRUTHI INTERNATIONAL, PLOT # 1, AZAD NAGAR, BAHADUR KE

ROAD, NEAR JALANDHAR BY-PASS , LUDHIANA
YEAR OF 1994
ESTABLISHMENT
TURNOVER (09-10) APPROX. 23 CRORES
CONTACT DETAILS MR.PARMINDER SINGH (+91-9872500549)

(0161-437888, 2781628)
EMAIL ID pruthi@satyam.net.in
BUSINESS ACTIVITY MANUFACTURERS & EXPORTERS OF KNITTED & WOVEN GARMENTS
PRODUCT CATEGORIES/ CLIENT 1 CLIENT 2

CUSTOMERS
KIDS WEAR R. G. AMERICA PRICE & BUCKLAND
WOMEN’S WEAR A.B. TRADING R. G. AMERICA
MEN’S WEAR PRICE & BUCKLAND A.B. TRADING

10
DIRECTOR DIRECTOR DIRECTOR
MANAGER KNITTING
MANAGER
MERCHANDISER PRODUCTION
MANAGER
PRODUCTIO CUTTING STORE

M ANAGER INCHARGE INCHARGE
Manpower Strength
Officers 4
Staff 10
Workmen 36

11
12
13
14
SPV UNIT 3: KULDIP OSWAL HOSIERY MILLS (P) LTD.
BASIC INFORMATION
NAME KULDIP OSWAL HOSIERY MILLS(P) LTD.
ADDRESS 19 NO. STREET, MAHAVIR JAIN COLONY, SUNDER NAGAR,

LUDHIANA
YEAR OF 1973
ESTABLISHMENT
CONTACT DETAILS MR. VISHAL JAIN ( +91-9915758184)
EMAIL ID kuldeeposwal@sify.com
BUSINESS ACTIVITY RMG DOMESTIC(MEN’S AND WOMEN)
MEN’S WOOLENS DELHI
MEN’S JACKETS PUNJAB
MEN’S SWEAT SHIRTS SRINAGAR
MEN’S T-SHIRTS UTTAR PRADESH
LADIES CARDIGAN LUDHIANA
LADIES COAT AND SLAGS CALCUTTA
CAPS MADHYA PRADESH

15
Manpower Strength
Officers
Staff 28
Workmen 140

16
17
18
19
20
SPV UNIT 4: DIKSHA KNITWEARS PVT. LTD.
BASIC INFORMATION
NAME DIKSHA KNITWEARS PVT. LTD.
ADDRESS B-32, 139/2, GURU VIHAR, RAHON ROAD, LUDHIANA
YEAR OF 2001
ESTABLISHMENT
TURNOVER ( 09 -10) APPROX. 10 CRORE
CONTACT DETAILS MR.SURYA PRAKASH (+91-9417944862)
EMAIL ID dikshaoverseas@rediffmail.com
BUSINESS ACTIVITY RMG MANUFACTURERS ( DOMESTIC)

CUSTOMERS
T-SHIRTS MAN TRADING CO. KAILASH HOSIERY
JACKETS DINGDONG INTERNATIONAL MUKESH TRADERS
SWEAT SHIRT MASTER HOSIERY MAN TRADING CO.
NIGHT WEAR MUKESH TRADERS DINGDONG
INTERNATIONAL

21
MANPOWER STRENGTH
Officers 2
Staff 17
Workmen 130

22
23
24
25
26
27
28
29
SPV UNIT 5: AMARSONS INTERNATIONAL PVT LTD.
BASIC INFORMATION:
NAME AMARSONS INTERNATIONAL PVT LTD.
ADDRESS BAHADUR KE ROAD, LUDHIANA
TURNOVER (09-10) APPROX. 7 CR.
CONTACT DETAILS MR. SANJEEV JAIN ( +91-9814025250)
EMAIL ID amarsoninternational.jain@gmail.com
BUSINESS ACTIVITY RMG MANUFACTURERS (DOMESTIC AND EXPORT)
T SHIRTS CATERING TO MARKETS OTHER THAN NORTH INDIA
MIDDLE EAST

30
DIRECTOR
CONTRACTOR
FABRIC CUTTING STITCHIN PACKING EMBROID ACCOUN PRINTING

STORE DEPT G ERY TS HEAD
HEAD
Manpower Strength
Officers 4
Staff 13
Workmen 200

31
32
33
34
35
SPV UNIT 6: SAMMIT HOSIERY MILLS PVT. LTD.
BASIC INFORMATION
NAME SAMMIT HOSIERY MILLS PVT. LTD.
ADDRESS B-XXXII, E-10/ 7590, VEERNAGAR,BAHADUR KE ROAD,

LUDHIANA
TURNOVER (09-10) APPROX. 7.49 CRORES.
CONTACT DETAILS MR.RAKESH GAMBHIR (+91-9876000592)
(0161-2782652)
EMAIL ID shmldh@yahoo.co.in
BUSINESS ACTIVITY RMG EXPORTERS
2 PC SUIT M/S FAKHREE CENTRE
3 PC SUIT
ROMPER SUIT

36
Manpower Strength
Officers 3
Staff 4
Workmen 250

37
38
39
40
41
SPV UNIT 7: ADINATH DYEING & FINISHING MILLS
BASIC INFORMATION
NAME ADINATH DYEING & FINISHING MILLS
ADDRESS INDUSTRIAL ZONE, DYEING COMPLEX, BAHADUR KE ROAD,
LUDHIANA
TURNOVER (09-10) APPROX. 12.89 CRORES
CONTACT DETAILS MR. LALIT JAIN (+91-9814030105, +91-9216027960)
(0161-5074829, 5004876)
EMAIL ID adinathdyeing@yahoo.co.in
BUSINESS ACTIVITY DYEING, FINISHING & PRINTING OF FABRICS
MINIKING KNITWEARS PVT.LTD.
AMIT ENTERPRISES
NAVYUG LAMINATES
SADAN HOSIERY PVT. LTD.
S. R. CLOTHING CO.

42
ACCOUN
CHEIF
TS
ACCOUNTA
MANAG
NT (MR. J.K.
ER (MR.
JAIN) ASSISTA
SHARMA
) NTANTS
LAB (RAHUL,
INCHARGE RAVIND
(MR. JAI ER,
RAM) ASSIST AMRIK)
ANT
(MR.
ETP
ANISH
INCHARGE
) ASSISTA
(MR. HELPE
PARAMJEE NT
R
T) (MR. LAL
(MAN
BAHADU
GLA)
BOILER R)
INCHARGE
ASST.
(MR.KULDE
ELEC.
EP)
INC.
(MR.
ELECTRICAL CHANDE
CHEIF
MANAGER R)
ADMI ASST.
(MR. ELEC.
NISTR SHAMSHER) INC. ASSISTANT
ATION (MR. MANAGER
RAJNEES (JAMUNA,
OFFIC MAINTAINENC
SUPER
VISOR H) BUPINDER
ER E
(HARP SINGH)
(MR. DEPARTMENT
AL
FOREMAN
LALIT SINGH
(MR. ASSISTA
)
JAIN) PARAMJEET) NT
MANAG
PURCHASE ER
PRINTING (KAILES
MANAGER
OPERATOR H)
(MR.
(ARVIND,
VIRENDER) MACH
VEERU)
INE
OPER
PRINTING
PRINTING ATOR
MANAGER
SUPERVISOR S
(MR.
(SONU,
NARESH)
K JAMLESH)
PRODUC
MACH
TION
INE
GENERAL INCHAR
OPER
MANAGER GE
PRODUC ATOR
PRODUCTION (HARJEE
TION S
(MR. AJAY T SINGH)
JAIN) MANAG
ER PRODUC MACH
(MR. TION
M. R. INE
KULBEE INCHAR
(ONIK OPER
R) GE
A) ATOR
(BHIM S
SINGH)
KULBEE
LEAN MANUFACTURING COMPETITIVENESS SCHEME R)
43
Manpower Strength
Officers 5
Staff 8
Workmen 185

44
45
46
47
48
49
SPV UNIT 8: J.M. HOSIERY MILLS (P) LTD.
BASIC INFORMATION
NAME J.M. HOSIERY MILLS (P) LTD.
ADDRESS MAJ. GEN R.S. GREWAL ROAD,BAHADUR KE ROAD,LUDHIANA
YEAR OF ESTABLISHMENT
TURNOVER
CONTACT DETAILS MR. BRIJ MOHAN (+91-9357125000)
EMAIL ID
BUSINESS ACTIVITY KNITTING

CUSTOMERS

50
51
52
53
54
UNIT 9: EAKTA DYEING AND FINISHING HOUSE
BASIC INFORMATION
NAME EAKTA DYEING AND FINISHING HOUSE
ADDRESS BAHADUR KE ROAD, DYEING COMPLEX, INDUSTRIAL ZONE,

LUDHIANA
YEAR OF 1993
ESTABLISHMENT
CONTACT DETAILS MR. SUBHASH SAINI (+91-9357133001)
MR. MANI SAGGAR (+91-9357133002)
EMAIL ID subhashsaini@yahoo.co.in
BUSINESS ACTIVITY DYEING AND FINISHING OF ALL TYPES OF YARNS AND FABRICS
J.M. HOISERY MILLS
L.T. GARMENTS
SHANKESHWAR ENTERPRISES
NAGPAL EXPORTS
OASIS KNITWEARS

55
Manpower Strength
Officers
Staff 15
Workmen 130

56
57
58
SPVUNIT 10: TUDOR KNITTING WORKS PVT. LTD.
BASIC INFORMATION
NAME TUDOR KNITTING WORKS PVT. LTD.
ADDRESS E 10/7571, NEW VEER NAGAR, BAHADUR KE ROAD, LUDHIANA
TURNOVER (09-10) APPROX. 15 CR
CONTACT DETAILS MR. MANOJ JAIN ( +91-9815005205)
(0161-2781772,773)
EMAIL ID tudor.t21@yahoo.co.in
BUSINESS ACTIVITY RMG MANUFACTURER ( DOMESTIC )

CUSTOMERS
KIDS T-SHIRTS GOLDEN AGENCY PAWAN GARMENTS
KIDS SUIT BHAUANA TRADERS SHUBHAS SALES AGENCY
KIDS NIGHT SUIT KAVITA TRADE LINK BHUANA TRADERS
KIDS BLOOMERS RUPALI TRADERS GOLDEN AGENCY

59
FABRIC
Manpower Strength
Officers
Staff 21
Workmen 178

60
61
62
63
64
65
BASELINE SURVEYS

66
IDENTIFICATION OF SEVEN WASTES
Evaluation on a scale of 1 to 5. 5 being ‘completely lean’ and 1, ‘completely traditional’
S.No Type of Waste Current Comments

Level
1 Over production 1 Manufacturing one season in advance.
2 Waiting time 1 Large lot size resulting in high waiting time.
3 Transportation 1 Machines placed not based on process flow. High

crisscross movement during the processes.
4 Over Processing 2 Final Checking is not done on any AQL level; thus
rejection % is high at the time of packaging and
material has to be moved back for alteration.
5 Inventory 2 Raw Material is stored in advance as well as

planning of WIP is not done on any scientific scale.
6 Motion 1 Cluttered workplace leading to the increase of

motion. Placing the job at ground and picking it up
is observed repetetively. Use of templates and
folder is negligible
7 Defects 2 Defects found after final checking
Inferences:-
1. Lot size should be reduced in order to have proper process flow and thus reduction in
Waiting Time
2. Layout of the whole factory should be revamped in order to avoid the high movement of
goods, men and machine.
3. Checkpoints to be developed in order to reduce the Alteration rate from final packaging

67
S.No Type of Waste Current Level Comments
1 Over production 3 Not much over production.
2 Waiting time 3 Negligible waiting time among the processes.
3 Transportation 4 The deptartments are interconnected /cell

production so not much transportation occurs.
4 Over Processing 2 Is more as the defects are found during final

checking as well
5 Inventory 3 WIP for 1-2 days, Raw material and Stock

Inventory of 3 months for repeat order to avoid
price fluctuation.
Dead inventory due to unrepaired defective m/c
6 Motion 2 Use of templates and folder is negligible

resulting in higher SAM.
7 Defects 2 Defects found after final checking also.
Inferences:-
1. Quality team should be trained so as to avoid the defects at the time of final checking.
2. Usage of Templates and Folder at the time of stitching would reduce SAM/SMV value.

68
1 Over production 3 Production is done in accordance to the demand

in the market. Most products move out fast.
2 Waiting time 1 Large lot sizes and multiple color options in

same design, results in high waiting time.
3 Transportation 1 The departments are not connected in a smooth

process flow method. High crisscross movement
during the processes.
4 Over Processing 2 Manufactured peices travel a lot for alteration

at all checking points.

planning of WIP is not done on any scientific
scale.

motion. Placing the job at ground and picking it
up is observed repetetively. Use of templates
and folder is negligible.
7 Defects 3 Defects found after final checking.
Inferences:-
3. Lot Size reduction in order to reduce fatigue level of worker and cutting on the delay and
waiting time.
4. Work place layout to be changed to Cell Manufacturing.

69

Level
1 Over production 3 Production is done in accordance to the demand in

the market. Most products move out fast.
2 Waiting time 2 Medium lot sizes results in less waiting time.
3 Transportation 4 The movement of goods is in a smooth process

flow way with each subsequent process connected
immediately after the preceding process.
4 Over Processing 2 Alteration is found during rough checking as well as

final checking resulting in overprocessing.

6 Motion 3 Placing the components at ground and picking it up

folder is negligible.
Inferences:-
2. Usage of Templates, Material Handling Equipments and Folder at the time of stitching
would reduce SAM/SMV value.

70
SPV UNIT 5: AMARSONS INTERNATIONAL PVT. LTD.

Level
1 Over production 1 Manufacturing one season in advance.
2 Waiting time 1 Multiple styles running simultaneously
3 Transportation 1 Machines placed not based on process flow. High

crisscross movement during the processes.
4 Over Processing 2 Final Checking is not done on any AQL level; thus
rejection % is high at the time of packaging and
material has to be moved back for alteration.Flaws
in processes lead to rework in subsequent
processes.


motion. Placing the job at ground and picking it up
folder is negligible
Inferences:-
1. Lot size should be reduced in order to have proper process flow and thus reduction in
Waiting Time
2. Standard operating procedure to be defined to avoid rework and flaws in manufacturing

process.
3. Checkpoints to be developed in order to reduce the Alteration rate from final packaging.

71
1 Over production 3 Not much over production.
2 Waiting time 2 Large lot sizes resulting in high waiting time

between the processes.
3 Transportation 3 The deptartments are well connected. Layout is

smooth resulting in smooth process flow.
4 Over Processing 2 Is more as the defects are found during final

checking as well.
5 Inventory 2 WIP for 1-2 days. Raw material and Stock

Inventory of 3 months for booked order due to
high price fluctuation.
6 Motion 2 Use of templates and folder is negligible. Placing

of components at ground and on light roofs and
picking it up is observed repetetively resulting in
enhanced motion. Cluttered stitiching floor
increases motion.
7 Defects 2 Defects found after final checking also.
Inferences:-

72
1 Over production 3 Over Production is not done as they largely do

job work.
2 Waiting time 2 Waiting Time is there before and after the

dyeing and printing process.
3 Transportation 3 The movement of goods is a little crisscross

during the processes.
4 Over Processing 2 2-3% of Over Processing per month as rejection

percentage is high.
5 Inventory 2 In – process inventory is not taken care of as the

fabric lye around the aisle and trolleys are not
used to let the fabric stay on it while awaiting
processing.
6 Motion 2 As transpotation is there thus motion of men

and fabric is there.
7 Defects 3 Redying done.
Inferences:-
2. Usage of Material Handling Equipment would greatly reduce the alteration rate and the in
process WIP.

73
1 Over production 2 Over Production is not done as they largely work

on job work.
2 Waiting time 3 Waiting Time is less.

flow way with each subsequent process
connected immediately after the preceding
process.
4 Over Processing 2 Less, mending is done
5 Inventory 3 Raw material of 1 month present.
6 Motion 3 negligeble
7 Defects 3 Defects found during checking.
Inferences:-

74
SPV UNIT 9: EAKTA DYEING AND FINISHING HOUSE
1 Over production 2 Over Production is not done as they largely do

job work.
2 Waiting time 2 Waiting Time is there after the dyeing process.

flow way with each subsequent process
connected immediately after the preceding
process.
4 Over Processing 2 Re dyeing 2-5%
5 Inventory 3 Greige fabric, WIP present.
6 Motion 3 Less, using trolleys
7 Defects 3 Re dyeing done not on a large scale.
Inferences:-
2. Usage of Material Handling Equipment .

75
SPV UNIT 10: TUDOR KNITTING WORKS PVT. LTD.

Level
1 Over production 3 Production is done in accordance to the demand in

the market. Most products move out fast.
2 Waiting time 2 High waiting time between the processes as the

diffferent process are not balanced properly.
3 Transportation 3 The deptartments are interconnected well/ Cell

production so not much transportation occurs.
4 Over Processing 2 Less defectives

planning of WIP is not done in any scientific way.
6 Motion 2 Placing the components at ground and picking it up

folder is negligible.
Inferences:-
3. WIP Planning and Raw material minimum stock management training has to be given.

76
5S & VISUAL BASE LININING

77
5.1 5S Assessment
Level Baseline 0 Beginner 1 Basic 2 Visual 3 Systematic 4 Preventive 5 Score
Unsafe items in work Needed and un-needed Needed /un-needed Red tag area created, all List of needed items Un-needed items are not
Sort area. items found in work area items separated, un- un-needed items developed, maintained, allowed in area. 1
needed tagged. removed. posted.
Placement of items Needed and un-needed Needed items stored in Needed items have Needed items can be Method for
causes unsafe items are placed randomly an organized manner. dedicated positions that retrieved within (cell adding/deleting indicators
Set in Order 1
conditions. throughout the workplace. are clearly indicated. target) seconds and (cell for needed items
target) number of steps.
Spills, waste, trash, Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of dirt,
Shine etc. produce unsafe are not cleaned on a regular cleaned daily. posted and maintained. and area occurs. grease & spillage have 0
conditions. basis. been eliminated.
No work methods or Methods of work not Methods of work Methods of work posted Methods of work Methods of work are
procedures completely documented. documented but not and consistently used by consistently used by all cell regularly reviewed and
Standardize 2
documented. consistently used. some cell team team members. improved.
members.
No routine Occasional, unscheduled 5S 5S activities conducted 5S assessment 5S assessment conducted Root causes of problems
review/correction of activity. on regular basis. conducted occasionally on a regular basis and revealed by 5S assessment
Sustain unsafe conditions. and results posted. recurring problems are are identified and 0
identified. eliminated.
TOTAL SCORE : 4 (MAX OF 25) 4
OVERALL 5S SCORE - 16 % (INDEXED TO 100)

Visual Base lining Summary
S. No. Focus Area Current Status

1. 5s RM, FG, WIP are handled in obsolete manner. No proper place for lunch. Workers found eating at
the workplace.
2. Safety Walkways/ Aisle movement are restricted.
Poor placement of tools/ equipments on the shop floor causing safety hazard.
Cleaning schedule not followed.
3. Visual Control Visual measures present but not followed at all.

No information is displayed regarding process status and tracking.
4. Storage Storage and material handling is poor.
5. Maintenance No regular maintenance.

No preventive maintenance

5.1 5S Assessment
Sort area. items found in work items separated, un- un-needed items developed, maintained, allowed in area. 2
area. needed tagged. removed. posted.
causes unsafe items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order 2
conditions. randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
the workplace. target) number of steps. items
Spills, waste, trash, etc. Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of
Shine produce unsafe are not cleaned on a cleaned daily. posted and maintained. and area occurs. dirt, grease & spillage 2
conditions. regular basis. have been eliminated.
procedures documented. completely documented. documented but not and consistently used by consistently used by all regularly reviewed and
consistently used. some cell team cell team members. improved.
Standardize 1
members.
No routine Occasional, unscheduled 5S activities conducted 5S assessment 5S assessment Root causes of problems
review/correction of 5S activity. on regular basis. conducted occasionally conducted on a regular revealed by 5S
Sustain unsafe conditions. and results posted. basis and recurring assessment are 1
problems are identified. identified and
eliminated.

1. 5s Spaces are designated for lunch and machine placement is done in accordance to the aisle spaces
2. Safety Walkways/ Aisle movement are clear.

Placement of tools/ equipments on the shop floor is comparatively good.
Cleaning schedule followed.
Fire Extinguisher seal is missing
3. Visual Control Lanes and floors are marked.

Checking and packing instructions are there
4. Storage Storage and material handling is good.

No preventive maintenance

5.1 5S Assessment
causes unsafe conditions. items are placed an organized manner. dedicated positions that retrieved within (cell adding/deleting
Set in Order 1
randomly throughout are clearly indicated. target) seconds and (cell indicators for needed
No work methods or Methods of work Methods of work posted Methods of work Methods of work are
procedures documented. documented but not and consistently used by consistently used by all regularly reviewed and
Standardize 2
members.
unsafe conditions. and results posted. basis and recurring assessment are
Sustain 0
eliminated.
TOTAL SCORE 4 (MAX OF 25) 4

S.No Focus Area Current Status
1. 5s Not at all
2. Safety Fire extinguishers are indicated

Aisle/ walkway movements were blocked.
3. Visual Control Signage’s present but not followed.
4. Storage Key items have designated locations but still need to be organized

5.1 5S Assessment
Set in Order 2
Standardize 1
members.
Sustain 1
eliminated.

1. 5s Cleanliness done on everyday basis, but the segregation and tagging is not present
2. Safety Fire extinguishers are not indicated as of now.

Aisle Spaces are properly designated for easy movement.
3. Visual Control Not Present
4. Storage Key items have designated locations but still need to be organized

No preventive maintenance.


5.1 5S Assessment
Sort area. items found in work area items separated, un- un-needed items developed, maintained, allowed in area. 1
needed tagged. removed. posted.
causes unsafe items are placed randomly an organized manner. dedicated positions that retrieved within (cell adding/deleting indicators
Set in Order 0
conditions. throughout the workplace. are clearly indicated. target) seconds and (cell for needed items
target) number of steps.
Spills, waste, trash, Work area and machines Area and equipment Standard work layout Daily inspection of plant Root cause sources of dirt,
Shine etc. produce unsafe are not cleaned on a regular cleaned daily. posted and maintained. and area occurs. grease & spillage have 0
conditions. basis. been eliminated.
procedures completely documented. documented but not and consistently used by consistently used by all cell regularly reviewed and
Standardize 1
documented. consistently used. some cell team team members. improved.
members.
No routine Occasional, unscheduled 5S 5S activities conducted 5S assessment 5S assessment conducted Root causes of problems
review/correction of activity. on regular basis. conducted occasionally on a regular basis and revealed by 5S assessment
Sustain unsafe conditions. and results posted. recurring problems are are identified and 0
identified. eliminated.

1. 5s RM, FG, WIP are handled in obsolete manner. No proper place for lunch. Workers found eating at
the workplace. E.g Checking Tables.
2. Safety Walkways/ Aisle movement are restricted.
Poor placement of tools/ equipments on the shop floor causing safety hazard.
Cleaning schedule not followed.
3. Visual Control No visual control present and followed.
4. Storage Storage and material handling is poor.



5.1 5S Assessment
Set in Order 1
Standardize 3
members.
Sustain 0
eliminated.

Stitching floor is cluttered and full of cut wastages.
2. Safety Fire extinguishers are indicated and present.
Aisle Spaces are properly designated for easy movement.
3. Visual Control Not Present
4. Storage Key items have designated locations



5.1 5S Assessment
Set in Order
1
Standardize
3
members.
Sustain 1
eliminated.

1. 5s No segregation of necessary and unnecessary items.
Demarcation of process areas present but not followed completely.
Work floor is not clean
2. Safety Aisle movements are marked and moderately restricted.
Fire extinguishers are clearly indicated.
Cleaning schedule not followed properly.
3. Visual Control Visual measures are present.
Information regarding the process isalso displayed.
Signages are present but not followed..
4. Storage Storage and material handling are moderately practiced.
Key items have designated place but still kept improperly.
5. Maintenance Regular maintenance of m/c.

Preventive measures are also taken to avoid the breakdown.


5.1 5S Assessment
Set in Order
1
Standardize
2
members.
Sustain 1
eliminated.

2. Safety Fire extinguishers indicated.
Aisle movements are moderately clear
3. Visual Control Signages and guidelines not present
4. Storage Items have designated locations but still need to be organised
5. Maintenance No regular maintenance

5.1 5S Assessment
Set in Order
2
Standardize
3
members.
Sustain 1
eliminated.

2. Safety Fire extinguishers indicated.
Aisle movements are moderately clear
3. Visual Control Signages and guidelines present and moderately followed
4. Storage Items have designated locations but still need to be organised
5. Maintenance No regular maintenance


5.1 5S Assessment
Set in Order 2
Standardize 2
members.
Sustain 0
eliminated.

2. Safety Fire extinguishers are indicated and present.

Aisle Spaces are not properly designated for easy movement due to the space constraints.
3. Visual Control Present
4. Storage Key items have designated locations

Cutting room have designated spaces for the cut components


INVENTORY
May Jun Jul Aug Sep Oct

Units 2010 2010 2010 2010 2010 2010
Total Inventory Rs. Crore 4.71 4.94 4.74 3.33
Sales Turnover Rs. Crore 1.91 1.72 1.92 2.07 2.04 2.36

Units 2010 2010 2010 2010 2010 2010
Sales turnover Rs. Crore 1.98 1.92 2.22 2.82 1.80 2.11

Units 2010 2010 2010 2010 2010 2010
RM Rs. Lakhs 29.1 53.5 50.58
FG Rs. Lakhs 58.11 85.40 44.30
WIP Rs. Lakhs 48.55 131.12 96.76
Total Inventory Rs. Lakhs 135.76 270.02 191.64
Sales Turnover Rs. Lakhs 46.44 61.97 57.16 77.78 66.98 113.42

107

Units 2010 2010 2010 2010 2010 2010
Sales turnover Rs. Lakhs 66.54 106.68 105.58 97.22 90.41 72.86

Units 2010 2010 2010 2010 2010 2010
Total Inventory Rs. Lakhs 69 68 69 70 70 72
Sales Turnover Rs. Lakhs 129 97 104 117 108 118

Units 2010 2010 2010 2010 2010 2010
Total Inventory Rs. Lakhs 47.86 35.51 19.4 63.29 63.9 59.19
Sales Turnover Rs. Lakhs 64.74 85.79 89.67 114.21 112.99 139.80

Units 2010 2010 2010 2010 2010 2010
Sales turnover Rs. Crore 1.36 0.90 1.22 2.48 3.05 2.97

108
QUALITY
Certification: ISO:9001 2008
Current Level of quality practices
Quality Practices Current Status
Suggestion scheme No
Quality Circles No
Shop floor meetings No such meetings, production manager communiates with

the supervisor for the daily production and dispatch.
Monthly meetings No
Use of problem solving No

techniques
Continuous Improvement No formal practice and no records.

(Kaizen)
Cost of Quality No
Training on Quality tools, SOP of Quality and Cost of Quality could be given

109
Star Export House Awrad (DGFT)
Suggestion scheme Does not exist
Quality Circles Not present
Shop floor meetings No
Monthly meetings No structured meetings with focus on quality, cost and

delivery.
Use of problem solving Nil

techniques
Continuous Improvement No formal practice

(Kaizen)
Cost of Quality Nil

110
No ISO Certification
Suggestion scheme NO
Quality Circles NO
Shop floor meetings No Formal Meeting. Problems discussed when arises.
Monthly meetings NO
Use of problem solving NO

techniques
Continuous Improvement Working on it.

(Kaizen)
Cost of Quality NO

111
Quality Circles NO
Monthly meetings NO

techniques
Continuous Improvement Trying in an informal way.

(Kaizen)
Cost of Quality NO

112
SPV UNIT 5: AMARSONS INTERNATIONAL PVT. LTD.
Suggestion scheme No
Quality Circles No
Shop floor meetings No such meetings, production manager communiates with

the supervisor for the daily production and dispatch.
Monthly meetings No
Use of problem solving No

techniques
Continuous Improvement No formal practice and no records.

(Kaizen)
Cost of Quality No

113
Quality Circles NO
Monthly meetings NO

techniques

(Kaizen)
Cost of Quality NO

114
Certification: ISO:14001
National Award For Best Service (2008)
Quality Circles NO
Monthly meetings NO

techniques

(Kaizen)
Cost of Quality NO

115
Quality Circles NO
Monthly meetings NO

techniques
Continuous Improvement NO
(Kaizen)
Cost of Quality NO
Training on Quality tools, SOP of Quality and Cost of Quality could be given.

116
Quality Circles NO
Monthly meetings NO

techniques

(Kaizen)
Cost of Quality NO

117
Quality Circles NO
Monthly meetings NO

techniques
Continuous Improvement NO
(Kaizen)
Cost of Quality NO

118
DELIVERY PERFORMANCE
Delivery is always less than the demand for the product since production is not able to meet
the demand during peak season.
70% orders go on time
30% orders are delayed by 1 month on average
Delivery is always less than the demand for the product since production is not able to meet
the demand during peak season. In off season demand is met by the production.
They manufacture only around40 % of the total order so as to avoid any cancelations from the
distributor’s end.
No specific planning done for production, thus deliveries are on the owner’s decision.
80% on time delivery 20 % delays on delivery

119
Job Work is done majorly, thus it is based on the deliveries schedule of the exporters
During peak season only 20 % orders are able to be produced. In off season 100% orders are
delivered.

120
COMPARATIVE STUDY
OF SPV UNITS

121
After seeing the individual data for all the units in terms of waste, 5S, Inventory and other
aspects. This Study is just to highlight where all of them stand in terms of comparison in
between themselves.
Please take a look at the various wastage study in terms of charts:-
1. OVERPRODUCTION
OVER PRODUCTION
3
2.5
1.5
0.5
0
SPV SPV SPV SPV SPV SPV SPV SPV SPV SPV
UNIT 1 UNIT 2 UNIT 3 UNIT 4 UNIT 5 UNIT 6 UNIT 7 UNIT 8 UNIT 9 UNIT 10
As the reader may observe that there is a difference in terms of over production in between the
SPV members themselves thus the project proposal would carry on to make them all come at
the same level and increase those who already have managed to cut down on over production.

122
2. WAITING TIME
Waiting time
3
2.5
1.5
0.5
0
As most of the SPV unit members are at the same level the Benchmarking for the improvement
in this sector would be taken care of as per the factory in the Project Proposal.

123
3. TRANSPORTATION
Transportation
0
SPV SPV
UNIT 1 UNIT 2 SPV SPV SPV
UNIT 3 UNIT 4 SPV
UNIT 5 SPV SPV
UNIT 6 UNIT 7 SPV
UNIT 8 SPV
UNIT 9
UNIT 10
Transportation is one of the major causes of worry amongst this cluster as most of them are
catering to Domestic Market and the demand and supply is fluctuating on the basis of the
Distributor’s call. Thus, to help reduce this we would be proposing a Training for all on how to
develop a Layout for CELL MANUFACTURING as some of them are already using it and an inter
firm visit would help solve the query.

124
4. OVERPROCESSING
Over Processing
2
1.8
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
0
As observed from the graph all the cluster member are at the same level vis a vis
Overprocessing, thus they all have to be trained on Quality aspects so as to move a piece Right
the First time.

125
5. INVENTORY
Inventory
3
2.5
1.5
0.5
0
Inventory in process is one of the major causes of concern that one has to take care of, as most
of tailors are on piece rate system and do not care for the upkeep and maintenance of the
place. Thus, training has to be done so as to make the Operators and Owners come to an
understanding as to what should be the size of a bundle which right now is very large.

126
6. MOTION
Motion
3
2.5
1.5
0.5
0
Motion in process is high and thus the training and projects proposed would be to help cut
down the motion of men, machine and pieces.

127
7. DEFECTS
Defects
3
2.5
1.5
0.5
0
As most of the units have high defective percentage training on cutting down defects and how
to keep a track of Quality Problem and preventive checks for quality would be imparted.

128
5S STUDY
5S
35
30
25
20
15
10
0
SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT SPV UNIT
1 2 3 4 5 6 7 8 9 10
As seen from the above graph, most of the units are below 28% of 5S performance thus it could
be easy said that this whole cluster requires a major project on 5S and its training so that there
is a continuous improvement in terms of 5S.

129
LAYOUT MARKING
Layout Marking
SPV UNIT 10
SPV UNIT 9
SPV UNIT 8
SPV UNIT 7
SPV UNIT 6
SPV UNIT 5
SPV UNIT 4
SPV UNIT 3
SPV UNIT 2
SPV UNIT 1
0 10 20 30 40 50 60 70 80
Few of the factories here have poor layouts and a project could be done with them on the
Layout change so as to have proper movement of goods, men and machine all through the
processes thus helping in timely deliveries and cutting on wastages.

130
PROJECT PROPOSAL

131

Lean

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“Lean is centered on preserving value with less work.

LEAN MANUFACTURING COMPETITIVENESS SCHEME

WHY LUDHIANA REQUIRES LEAN

1. Background Study of the Cluster

LEAN MANUFACTURING COMPETITIVENESS SCHEME

LEAN MANUFACTURING COMPETITIVENESS SCHEME

NAME MINIKING KNITWEARS PVT. LTD.

ADDRESS BAHADUR KE ROAD, LUDHIANA

YEAR OF ESTABLISHMENT 1995

TURNOVER (09-10) APPROX. 23.7 CR

CONTACT DETAILS MR. ASHOK JAIN ( +91-9357533990)

BUSINESS ACTIVITY RMG MANUFACTURERS ( EXPORT AND DOMESTIC)

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CUSTOMERS CLIENTS

KIDS WEAR H.V.OSWAL

LEAN MANUFACTURING COMPETITIVENESS SCHEME

LEAN MANUFACTURING COMPETITIVENESS SCHEME

NAME PRUTHI INTERNATIONAL

ADDRESS PRUTHI INTERNATIONAL, PLOT # 1, AZAD NAGAR, BAHADUR KE

CONTACT DETAILS MR.PARMINDER SINGH (+91-9872500549)

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CLIENT 1 CLIENT 2

WOMEN’S WEAR A.B. TRADING R. G. AMERICA

MEN’S WEAR PRICE & BUCKLAND A.B. TRADING

LEAN MANUFACTURING COMPETITIVENESS SCHEME

PRODUCTIO CUTTING STORE

LEAN MANUFACTURING COMPETITIVENESS SCHEME

NAME KULDIP OSWAL HOSIERY MILLS(P) LTD.

ADDRESS 19 NO. STREET, MAHAVIR JAIN COLONY, SUNDER NAGAR,

TURNOVER (09-10) APPROX. 19 CRORES

CONTACT DETAILS MR. VISHAL JAIN ( +91-9915758184)

BUSINESS ACTIVITY RMG DOMESTIC(MEN’S AND WOMEN)

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CUSTOMERS CLIENTS

MEN’S WOOLENS DELHI

MEN’S JACKETS PUNJAB

MEN’S SWEAT SHIRTS SRINAGAR

MEN’S T-SHIRTS UTTAR PRADESH

LADIES CARDIGAN LUDHIANA

LADIES COAT AND SLAGS CALCUTTA

CAPS MADHYA PRADESH

LEAN MANUFACTURING COMPETITIVENESS SCHEME

LEAN MANUFACTURING COMPETITIVENESS SCHEME

NAME DIKSHA KNITWEARS PVT. LTD.

ADDRESS B-32, 139/2, GURU VIHAR, RAHON ROAD, LUDHIANA

CONTACT DETAILS MR.SURYA PRAKASH (+91-9417944862)

BUSINESS ACTIVITY RMG MANUFACTURERS ( DOMESTIC)

MAJOR PRODUCTS CATEGORIES & CUSTOMERS:

PRODUCT CATEGORIES/ CLIENT 1 CLIENT 2

LEAN MANUFACTURING COMPETITIVENESS SCHEME

LEAN MANUFACTURING COMPETITIVENESS SCHEME

NAME AMARSONS INTERNATIONAL PVT LTD.

ADDRESS BAHADUR KE ROAD, LUDHIANA

YEAR OF ESTABLISHMENT 2000

TURNOVER (09-10) APPROX. 7 CR.

CONTACT DETAILS MR. SANJEEV JAIN ( +91-9814025250)

BUSINESS ACTIVITY RMG MANUFACTURERS (DOMESTIC AND EXPORT)

PRODUCT CATEGORIES/ CUSTOMERS CLIENTS

T SHIRTS CATERING TO MARKETS OTHER THAN NORTH INDIA

LEAN MANUFACTURING COMPETITIVENESS SCHEME

FABRIC CUTTING STITCHIN PACKING EMBROID ACCOUN PRINTING

LEAN MANUFACTURING COMPETITIVENESS SCHEME

ADDRESS B-XXXII, E-10/ 7590, VEERNAGAR,BAHADUR KE ROAD,

YEAR OF ESTABLISHMENT 1985