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MANUFACTURING INDUSTRY
Submitted By
SHIVANI PANDEY
Acknowledgement ...................................................................................................... V
2.1 5S ..................................................................................................................... 7
I
2.11 Takt time ....................................................................................................... 16
Appendices………………………………………………………………………………….I
II
Abstract
manufacturing helps to identify the wastes and hence reduce the production cost and
optimize the production process. The garment manufacturers have to coordinate the
satisfaction. This study analyses the lean tools used in the Indian garment industry
and their awareness level in the industry. Lean manufacturing has a growing
the global market. Efforts are taken but they are not enough to transform the
industry.
Production cost
III
Certificate
“This is to certify that this Project Report titled “Awareness of Lean in the Indian
research work, conducted under the guidance of Mr. T.S. Prakash, towards partial
Mumbai.
No part of this work has been copied from any other source. Material, wherever
Signature of Researcher
Signature of Guide
IV
Acknowledgement
This project would not have been possible without the help and support of my
teachers and friends, who were always there when I needed them.
First and foremost, I would like to thank my mentor, Mr. T.S. Prakash, for his
guidance throughout the project duration. I would also take this opportunity to thank
the entire Fashion Technology department faculties for their valuable feedback from
time to time.
of Fashion Technology, Mumbai, for providing me a platform where I got to learn and
I would also like to extend my thanks to all the garment industries that participated in
Lastly, I would like to thank my friends and family for always being there for me at all
Shivani Pandey
B.FTech
V
List of tables
Table 4.4b Cross tabulation between practice followed and tools followed
Table 4.5a Cross tabulation between tools followed and known already
Table 4.6 Cross tabulation between practice followed and apparel category
Table 4.7 Cross tabulation between education level and awareness level
Table 4.8b Cross tabulation between practice followed and inventory waste
produced
Table 4.8c Cross tabulation between practice followed and motion waste
produced
Table 4.8d Cross tabulation between practice followed and waiting waste
produced
Table 4.8e Cross tabulation between practice followed and over production
waste produced
Table 4.8f Cross tabulation between practice followed and over processing
waste produced
VI
Table 4.8g Cross tabulation between practice followed and defects waste
produced
Table 4.8h Cross tabulation between practice followed and manpower waste
produced
Table 4.8i Cross tabulation between practice followed and absenteeism waste
produced
Table 4.9 Cross tabulation between apparel produced and the bottleneck
area
VII
List of graphs
VIII
Chapter 1: Introduction
The term "lean" was coined to describe Toyota's business during the late 1980s by a
research team headed by Jim Womack, Ph.D., at MIT's International Motor Vehicle
Program. First mentioned in James Womack's 1990 book, "The Machine That
Lean Manufacturing is a theory that helps to simplify and organize the working
environment so that the wastes are identified and reduced. Waste is anything that
does not contribute to transforming a part to the customer’s needs. The aim of lean
customer relations, product design, supplier networks, and factory management. Its
goal is to incorporate less human effort, less inventory, less time to develop
products, and less space to become highly responsive to customer demand while
producing top quality products in the most efficient and economical manner possible.
Also, it helps to keep the people, equipment, and workspace responsive to what is
India is the second largest manufacturer of garments after China being the global
wool, silk and jute as well as skilled workforce have made the country a sourcing
hub. The potential size of the Indian textiles and apparel industry is expected to
reach US$ 223 billion by 2021, according to a report by Technopak Advisors. (Textile
1
In the first half of the financial year 2013, India exported apparel worth $7.9 billion, a
rise of 13 per cent over the year-ago period, according to data collected by AEPC
(Apparel Export Promotion Council). Last year, apparel and garment exports stood at
$14 billion. It contributed about 14% of the industrial production, direct employment
generation (35 million workforce) and foreign exchange earnings (~27%) in Financial
The Apparel industry contributes to almost 4% of the India's GDP (Gross Domestic
Product). The Indian Garment Industry has been growing as the disposable incomes
of the people are rising. The Garment Industry is of major importance to the Indian
analysed that one out of every six households in the country depends on this sector
Most of the garment manufacturers in India are in the Small and Medium scale
garments at economical prices due to the cheap labour rates. Today, by the way of
rise of investments in the garment sector of the country. From all over the world the
retailers also increasingly come to India attracted by the low production costs. The
large brands among them are Wal-Mart, Tesco, and M&S. (Indian Garment Industry,
2011)
2
1.1 Topic for the study
optimising production and reduction of waste. “Value" is any action or process that a
customer would be willing to pay for. Lean is centred on making obvious what adds
materials, product types, production volumes, supply chains, retail markets and
Lean is most widely used in industries that are assembly-oriented or have a high
amount of repetitive human processes. These are typically industries for which
productivity is highly influenced by the efficiency and attention to detail of the people
who are working manually with tools or operating equipment. Garment industry is
involvement of human element is the major cause of errors. For these kinds of
Lean has benefitted various sectors like, aircraft, automobiles and healthcare. The
garment industries in Sri Lanka, Vietnam and Bangladesh have started practicing
Lean in order to improve their productivity and reduce the production cost. Indian
industries are lagging far behind in this context. The primary reason identified for that
3
1.3 Objective of the project
To study the various Lean tools used in the garment manufacturing industry
To study the awareness level of Lean tools in the Indian garment industry
To study the challenges faced by the industry while implementing the Lean tools
To analyse the current state of the garment industry with respect to Lean
implementation
4
Chapter 2: Review of Literature
Since lean manufacturing eliminates many of the problems associated with poor
production scheduling and line balancing, it is most widely used in industries that are
industries for which productivity is highly influenced by the efficiency and attention to
detail of the people who are working manually with tools or operating certain
equipment. For these kinds of companies, improved systems can identify and
production and service lead times. (Introduction to Lean Manufacturing for Vietnam,
2004)
In a Lean production survey in Italy, the non-lean implementers were more focused
whereas the lean implementers gave more attention to Supply chain management,
Wood products and furniture manufacturing industries have heard about terms like,
Lean management, Lean manufacturing, or Lean thinking, but are rarely aware of
individual Lean elements of which Lean consists. Few businesses thus have
implemented Lean. However, findings show that Lean awareness and Lean
5
been improvements regarding “on-time delivery”, “lead time”, “inventory turnover”
and “cost per unit” in their business when implementing Lean. Also, a very less
was observed that majority of the employees were well acquainted about the
process and functions which were being practiced by the organization. The quality
control and the production departments were mainly involved in the reduction of
wastes. It was also observed that the company had non-effective use of staff talents
from all levels was not achieved. There was a need for an effective communication
Lean in the Nigerian small-scale industries like, wires and cables, food and drinks,
implementation levels of 5S, Kaizen, Kanban pull system and value stream mapping
were very low whereas team work, staff training and visual management were
extremely known. Therefore their implementation levels were high. Lack of full
implementation and large communication gap between the manufacturers and their
suppliers and customers were identified as main barriers to full implementation of the
(Abioye, 2012)
6
2.1 5S
transforms a traditional work site into a visual factory and lays the foundation for a
It can benefit any organization and brings unique benefits to the food and beverage
industry. It helps in minimising food safety risks for the customers. In a healthcare
2.2 Just-in-time
formulation, and implementation and control. The most important elements for
(4) develop and implement a continuous JIT training program for employees at all
level
(5) develop and maintain a JIT circle involving key employee group representatives
(6) redesign the organization to make it flexible and dynamic for allowing JIT
7
(7) develop and maintaining an effective communication and control system in order
(J.Bandyopadhyay, 1995)
Just-in-time (JIT) theory has been operated widely in the Japanese automobile
goods only as they are needed in the production process, thereby reducing inventory
costs. In other words, JIT inventory refers to an inventory management system with
objectives of having inventory readily available to meet demand, but not to a point of
excess where you must stockpile extra products. General Motors operates using JIT
inventory, relying on its supply chain to deliver the parts it needs to build cars. The
parts needed to manufacture the cars do not arrive before or after they are needed;
rather, they arrive just as they are needed. (Just in Time Inventory)
Dell’s approach to JIT was different in that they leverage their suppliers to achieve
the JIT goal. They are also unique in that Dell is able to provide exceptionally short
lead times to their customers, by forcing their suppliers to carry inventory instead of
carrying it themselves and then demanding (and receiving) short lead times on
components so that products can be simply assembled by Dell quickly and then
Harley Davidson’s use of JIT is mostly characterized by its transformation in the late
World War 2 era from an inefficient manufacturer that solved all of its problems with
extra inventory to a nimble manufacturer able to meet demand and provide short
8
2.3 Kaizen
and implementing kaizen on a regular basis is part of the system. In other words, it is
each serving as the expert in a particular area and being responsible for its role in
Examples of Kaizen in a hospital include: Children under the age of 5 years are
constantly crying during their treatment. Tiny bottles of bubble are given to the
example.
2.4 Kanban
adopting the Kanban system. By doing so, they are able to manufacture and supply
the right product, in the right quantity, at the right place and time. Implementation of
competitiveness.
The Kanban system is basically an inventory stock control system that triggers
demand. The system is controlled by the Kanban card which dictates the optimum
9
production parameters. It is used to authorize production of any product to replenish
For implementing the Kanban method, the most important decision is the number of
kanbans (labels) that are to be used. That depends on: the size of the manufacturing
lot (request), the number of components of a certain type that are included in the
responsible for making complete products or complex parts. The advantage of cell
as possible - minimising waste in both inventory and labour. It is estimated that cell
manufacturing can typically reduce labour by 20-30%, and reduce lead times by half.
(Cellular Manufacturing)
components. This can be done without altering larger portions of the building.
Modular buildings can also undergo changes in functionality using the same process
In the fast food industry, the greatest example is McDonalds. It is really a mini
assembly area, there is a supply chain coupled with “customer support” (i.e. the
10
In a children’s hospital, a mobile triage cart was designed that eliminating the need
for separate triage rooms, reducing the need to move patients and families, and
creating an additional 4 exam rooms. In this case, the cart became the mobile work
cell. (Maaseidvaag)
In the process of manufacturing of air duct, through the blow moulding technology,
excess material is removed manually with the help of a sharp knife. The removal
process is totally dependent on the worker’s skill so there are high chances of
improper removal which rejects the material. The human error elimination is required
The socket for USB on the computer is designed in such a way that the pen drive or
organizational efforts to both satisfy and retain present customers and also to attract
new customers. However, some aspects of service, for example relating to employee
actions and customer attitudes, are outside the control of managers. As a result,
service failure is inevitable, sometimes mistakes will happen or things will go wrong,
and so service recovery action is needed to deal with the mistake or problem and to
need for organisations to find approaches that are effective in both identifying service
11
Bus station benches are designed as sequential chairs with fixed armrests to prevent
transients from sleeping on them, and hotels use paper strips around clean linens to
In many services such as a conference, the organizers are usually asked to wear
Therefore, the audiences could easily access the responsible persons. Other
examples include personnel in banks, hotels, etc. Also, the variety of colour could be
Using different shelves for storing goods with different sizes in department stores or
different books in libraries. For instance, in some libraries, such as the Robinson
library at the University of Newcastle, even the floors separates different sizes of
books; large books are available in level 2 and ordinary ones are in level 3; old
journals are available in level 3 and new ones (since 5 years ago) are in level 4.
In some supermarkets when people want to use trolleys, they should put a coin in a
small box on them to release one. Once their shopping is finished and they want to
leave there, they turn back the trolley to the specific area outside the supermarket
and by locking it to other trolleys, they could collect their coin back. This helps the
the improvement areas were identified and then Kaizen and Poka-yoke tools were
used to eliminate the root causes. The example of poka yoke includes use of
proximity sensors, switches and indicators to automatically shut down the motors.
(Badiger)
12
2.7 Single Minute Exchange of Dies
SMED is widely practiced in the automotive sector. It helps in achieving almost 30%
In the healthcare sector, the signout process is improved with the help of SMED.
Labs can be brought up ahead of time, radiologic films can be ready and waiting and
a teaching point of the day can be prepared from the night's events, typed, and
printed for discussion. In this way the team is focused on the single, relevant
message for the day instead of thirty ad-hoc teaching points. (Kashmer D. )
inventory was more than needed. Their lead times were too long, costs were too
high, and delivery performance was not world class. Rapid change-over (SMED) was
Dr. Sami Bahri, the “World’s First Lean Dentist” continuously pursued a singular
mission: “to provide patients with the correct treatment they need, when they need it,
in the right quantity that they need it, while eliminating anything that interrupts or
Dr. Bahri and his team refer to their vision as “single patient flow.” Do not make the
patient wait anywhere. This single-minded goal has been the compass for many
and treatment to the patient. Quick change instrument trays assure that most dental
cross-trained staff of dental assistants, hygienists, front office specialists and dentists
13
when help is needed. Daily improvement and problem-solving occur through morning
Six Sigma goes in to the details of improving customer service, generating business
expansion and gaining knowledge about the service sectors business processes.
Most service industries revolve around areas of finance, human resources and sales
and marketing. Hence, Six Sigma delves deeply into the subject of soft skills.
Six Sigma is useful in the field of sales and marketing as well. According to Six
Sigma data, during sales, too much face time with a customer can prove to be
Other industries that Six Sigma has benefitted are the financial service sector,
companies, state agencies and many more. (Six Sigma For The Service Sector)
In healthcare sector, Six Sigma projects have reduced the number of defects in
specific areas, including the nurse charting process and patient throughput in
radiology. (isixsigma)
detail the way that an operator should perform a given operation. SOPs involve the
purpose of the operation, the equipment and materials required, how to perform the
set-up and operations required for the process, how to perform the maintenance and
14
shutdown operations carried out by the worker, a description of safety issues,
trouble-shooting, a list of spare parts and where to find them, illustrations, and
checklists. The SOP is one of many process documents which is needed for
consistent operation of a given process, with other documents involving process flow
The purpose of SOPs is to guarantee that all workers are performing tasks in the
same way, which is a needed for condition to get expected output from the process.
When all workers perform their tasks constantly, it becomes possible to run
updated and workers are trained to the new procedures. All over the process, it is
important to involve workers in SOP development and to praise worker ideas for the
SOP improvement.
SOPs are used by the governmental agencies, private industry, and academic
academic laboratories and can be employed anytime there is process that likely
In the hotel industry where excellent, consistent service is a key factor in success,
do this by educating hotel staff on the best way to deal with a given situation, from
15
In the competitive hotel industry, a standard operating procedure ensures that a
hotel keeps the promises made in its marketing materials and advertisements.
Standard operating procedures also ensure that guests get the same treatment each
time they visit the hotel Having SOPs also provides a foundation for hotel employees'
In a call centre setting, SOPs define everything from staffing schedules to handling
workload and call load forecasting to specifying how calls should be reviewed,
monitored and scored. SOPs aid call centres in pursuing compliance, reducing
In a skin care clinic, the employees can provide consistent services to the customers
only when the procedures for facials and other skin care treatments are listed clearly.
Use of an SOP also minimizes the confusion among staff members in regards to
chemical handling and emergency procedures that are specific to the clinic. (Bartle)
Takt means rhythm. In a hospital, the patients do not arrive in a rhythmic fashion.
Rather, they come in waves. The biggest wave is between 3pm and 9pm due to rush
hour traffic accidents, parents picking up sick kids from daycare and so on. The
smallest wave is usually 3am to 9am. So the patients arrive 2-3/hour at off-peak
Takt time can be determined as the total available time to work divided by the
demand for a situation. That is, if, after breaks and other issues there is one hour
available in a day to actually do work and there are three patients that usually show
up to the hospital (the demand on that system) in that hour to be admitted, the takt
time for admissions is one third of an hour per every admission. Said differently, it’s
16
1 hour available to do admissions / 3 admissions to be done. That is one third of 60
increasing medical devices utilization and decreasing their failures. The developed
Takt time can be paired with a visual diagram of the process, called as a value
stream map. Value stream mapping is very useful to understand the processes and
services in a better way. A value stream map gives an idea of how the speed at
which the process usually performs compared to takt time. If takt time is 20 minutes
per 1 admission, yet it usually takes us 40 minutes per 1 admission, there is a clear
need to cut wasted time and improve the process speed to be closer to takt time.
The discrepancies between the takt time, which is the drumbeat required, and the
actual time to produce what we are trying to produce can then be removed.
(Kashmer)
and ownership, and conveys the strength and currency of the organization.
17
Visual controls are means, devices, or mechanisms that were designed to manage
Different examples of visual controls used in various industries are: visual control
boards, shadow board, inventory control, level scales, visual workstation, colour
Garment industry
subcontracting, which is low risk and low capital. The mass market for clothing
demands consistent quality for large volumes of a single item. Eliminating waste
along entire value streams, instead of at isolated points, creates processes that need
less human effort, less space, less capital, and less time to make products and
services at far less costs and with much fewer defects, compared with traditional
with high variety, high quality, low cost, and with very fast throughput times. Also,
information management becomes much simpler and more accurate. (Institute, What
is Lean)
Lean implementation
in the jacket line. To address this issue, the managers began timing different
operations and rebalancing workloads, with the goal of getting each line operator to
accomplish his task in the same “Takt” time, that is, if one worker took 30 seconds to
complete a task and another 90, they were both moved toward 60.
18
Movement of pieces was reduced from quantities of ten to a one-piece flow, enabling
the team to immediately identify the source of any problems and therefore improve
quality. By the end of a week, the number of jackets produced each day had
increased from 250 to 400 and the defect rate had decreased from 7-10 percent to 3-
4 percent.
The Lean team worked to address recurring problems with quality and equipment,
the end of the production line. Renewed emphasis was placed on quality assurance.
day, and first-pass yield (the share of products with no rework) rose from 85 to 92
19
Chapter 3: Methodology
The research is Exploratory in nature and the data collection is done in two steps.
The secondary data includes the extensive study, with the help of published and
unpublished articles, journals and books, of the various Lean tools and their
The case studies of the Lean tool implementation in different industries are studied
to understand the way in which the tool is interpreted as the industry changes. This
the knowledge (K), attitudes (A) and practices (P) of a population on a specific topic.
capacity for imagining, one’s way of perceiving. The degree of knowledge assessed
by the survey helps to locate areas where information and education efforts remain
to be exerted.
A: Attitude is a way of being, a position. These are leanings or “tendencies to”. This
is an intermediate variable between the situation and the response to this situation. It
20
helps explain that among the possible practices for a subject submitted to a stimulus,
that subject adopts one practice and not another. Attitudes are not directly
a stimulus. This is something that deals with the concrete, with actions. For practices
Survey design
The sample is the subset of the population that helps in the correct determination of
the survey result. The result of the sample can easily be assumed as the result of the
total population.
This avoids any bias during the selection of the samples. The industries are
Sample size: 50
Null hypothesis- The garment manufacturers are completely aware of the concepts
of Lean manufacturing.
21
Alternative hypothesis- The garment manufacturers are not completely aware of the
The questionnaires were circulated in the selected industries and then the data was
22
Survey Questionnaire
would request you to please spare some time and fill up this questionnaire. I would
be grateful to you for this help. All the data collected will be used for educational
purpose only.
Mid-level managers
Supervisors
Operators
4. Some Lean tools are mentioned below. Please tick the appropriate practices
followed in your organization and the reasons for the same.
5S Organized Workplace
workplace not properly
organized
23
Just-in-Time All the Some
(JIT) orders are orders get
delivered on- delayed
time
24
Six Sigma Constant No
efforts to attention
reduce the towards
defect rate reducing the
defect rate
Out of the above mentioned Lean tools, how many were you already aware of?
5S Single piece flow Takt Time
25
5. Lean identifies different types of wastes in an organization. Which of the following
wastes have you observed in your organization?
Transportation
Properly planned The departments are
industry helps in reducing not located in a planned
the transportation way. Therefore, the
material has to be
transported a lot.
Inventory
Minimum inventory Extra inventory is
level is planned and maintained, for
stocked emergencies
Motion
The operators’ The operator
motions are ergonomically performs the operation in
checked any way he desires
Waiting
No delay observed in The operator
the passing of garment completes the operation
panels from one and waits to get the next
workstation to another piece
Over production
Only the specified Production is always
amount of excess done in excess to make up
production is done for the rejections and
defects
Over processing
The operations The same operations
specific to the garment are are performed on all types
performed of garments produced
Defects
Strive to achieve No efforts to reduce
defect-free production the defect rate
Manpower
Employee training and Not utilising the
skill development is done employee skills efficiently
26
Absenteeism
The production floor High rate of
seldom faces efficiency absenteeism among the
issues due to absenteeism operators affects the floor
efficiency.
7. Do you ever observe bottlenecks (high demand, low supply) in the production?
If yes, please mention the specific garment and the respective bottleneck (critical)
operation.
27
Chapter 4: Data Analysis and Interpretation
Table 4.1 shows the frequency of the basic education level of the employees in the
companies surveyed. 72% of the surveyed companies prefer graduates and diploma
holders as the minimum requirement for the selection process. If the workforce is
properly educated, even a small training can help them in understanding the
Percent
Education level
12th pass
Graduate
Post graduate
Technical Diploma
28
Table 4.2 shows the awareness level of Lean in the industries. The theoretical
awareness level can be clearly observed as to be 92% but the actual practical
responsible for the ultimate Lean implementation in the industries because the top
management is only there to guide them. Therefore, the industries in which the
middle management is properly educated, trained and aware are most likely to be
Percent Percent
Awareness levels
Level 1 Level 2
Level 3 Level 4
29
Table 4.3 shows the Attitude of the industries towards Lean benefits. 54% of the
industries are unaware of the exact nature of Lean operations so they cannot
comment if Lean is beneficial or not. This might also point out the poor nature of
Percent
Strongly disagree
Neither
Strongly agree
calculated with the help of the Lean tools. Whichever company chooses greater
number of the tools, from their description, follows a Lean system. Surprisingly, 60%
30
Table 4.4 Practice Followed
Practice followed
Lean Traditional
Table 4.4a shows the number of Lean tools known based on their descriptions. This
is the basis of decision for the practice followed (Table 4.4) in the organisation.
About 54% of the industries practice an average number of lean tools. The cross
tabulation in Table 4.4b explain the situation in a better way. The maximum Lean
31
Graph 4.4a Lean tools known
Tools known
6-10 tools
11-14 tools
Lean 0 20 10 30
Practice followed
Traditional 13 7 0 20
Total 13 27 10 50
32
Table 4.5 tabulates the frequency of Lean tools that the industry was already aware
of, in terms of the terminologies. The survey shows that about 50% of the surveyed
industries were aware of most of the Lean tools. Also, in the cross tabulation it was
observed that the most common situation was that the industries followed Lean
system (average number of tools known) but they were aware of most of the Lean
tools.
The common tools like 5S, Visual controls are followed by almost all the industries.
The typical Lean tools like Six Sigma, SMED need to be customized as per the
33
Table 4.5a Lean tools known * Lean tools already aware
1-5 4 2 7 13
11-14 9 1 0 10
Total 18 7 25 50
Table 4.6 gives an insight into the Lean implementation as per the different category
of garments produced. The data clearly indicates that the companies prefer Lean
only in standard garments like men’s shirts etc. The construction is simpler as
compared to complex garments like kids wear and high fashion garments.
34
Table 4.6 Practice followed * Apparel Produced
Lean 1 0 5 8 3 13 0 30
Practice
Traditio
followed 6 2 1 5 1 4 1 20
nal
Total 7 2 6 13 4 17 1 50
The cross tabulation in the Table 4.7 points out that that the awareness level of Lean in
the companies, where graduate is the minimum requirement, is the most. Also, it is
35
Table 4.7 Education level * Awareness of lean Manufacturing
mid-level mid-level
supervisors supervisors
and operator
12th pass 5 1 3 0 9
Graduate 3 15 0 0 18
Education
Post Graduate 3 2 0 0 5
Level
Technical
3 7 4 4 18
Diploma
Total 14 25 7 4 50
36
Lean identifies different types of wastes in an organization. For the garment industry
the wastes are: Transportation, Inventory, Motion, Waiting, Over production, Over
processing, Defects, Manpower and Absenteeism. The following tables define the
Yes No
Lean 4 26 30
Practice followed
Traditional 8 12 20
Total 12 38 50
Yes No
Lean 13 17 30
Practice followed
Traditional 13 7 20
Total 26 24 50
Yes No
Lean 7 23 30
Practice followed
Traditional 10 10 20
Total 17 33 50
37
Table 4.8d Practice followed * Waiting Waste
Yes No
Lean 10 20 30
Practice followed
Traditional 14 6 20
Total 24 26 50
Yes No
Lean 9 21 30
Practice followed
Traditional 13 7 20
Total 22 28 50
Yes No
Lean 3 27 30
Practice followed
Traditional 9 11 20
Total 12 38 50
Yes No
Lean 9 21 30
Practice followed
Traditional 10 10 20
Total 19 31 50
38
Table 4.8h Practice followed * Manpower Waste
Yes No
Lean 8 22 30
Practice followed
Traditional 9 11 20
Total 17 33 50
Yes No
Lean 12 18 30
Practice followed
Traditional 15 5 20
Total 27 23 50
The most prominent wastes observed were: Inventory, Waiting, Defects and
Absenteeism. These are specific to the garment industry and are observed even
process where a lot of elements are involved; therefore, bottlenecks are created in
implementation.
Table 4.9 categorises the different types of apparel produced and the respective
bottleneck area for each. The most widely manufactured garments were men’s wear
and casual wear and the bottlenecks were observed in the finishing process.
39
Table 4.9 Apparel Produced * Bottleneck Area
Ladies Wear 2 4 0 0 1 0 7
Kids Wear 0 2 0 0 0 0 2
Party Wear 3 2 0 0 0 1 6
Casual Wear 0 6 5 0 2 0 13
Apparel
Hi-Fashion
Produced 0 0 0 0 0 4 4
Garments
Men’s Wear 1 9 4 1 2 0 17
Printed T-
0 0 0 1 0 0 1
shirts
Total 6 23 9 2 5 5 50
Table 4.10 shows the different ways of managing the bottlenecks according to the
Lean 9 11 9 1 30
Practice followed
Traditional 7 8 5 0 20
Total 16 19 14 1 50
40
Chapter 5: Results and Outcome
The result of the survey will represent the result of the research. A KAP survey helps
in understanding the three aspects of the study performed on the target group.
KNOWLEDGE
starting from the supervisor level, the workforce is educated so that training
them for new concepts is easier and they can understand it in a better way.
Also, they can provide their own inputs in the improvement processes of the
industry.
actual terminologies is not up to the mark but they implement the Lean tools.
ATTITUDE
54% of the industries do not agree or disagree with the opinion that Lean
benefits the organization. The reason for such attitude is the training provided
to them. This results in improper implementation of the tools as they are not
Even after implementing a few Lean tools, the industries have a tendency of
shifting back to the traditional setup. This is portrayed by the method used to
41
The types of Lean tools implemented define the attitude of the people on the
implementation side. The tools like 5S, visual controls, kaizen are simple as
understanding of the process and its elements and are then customized
accordingly.
PRACTICE
after knowing most of the tools the implementation is not carried out.
The wastes identified by Lean are prevalent still. The top management is not
The critical operations of each setup are identified and then the bottlenecks
The above points show that the garment industry is more of a mix and match
situation. Even after defining a process clearly there exist some elements that are
entirely dependent on the human labour. Such elements bring about the discrepancy
in the setup.
Therefore, the null hypothesis, that is, the garment manufacturers are completely
42
Chapter 6: Limitations of the study
Lean is not a one-time event but a cyclic process. It takes time to implement and
Also, the industry is spread all over India and each zone has its own characteristics.
Therefore, implementing Lean might have its own advantages and disadvantages in
The resistance in the attitude of the responsible authorities also is a major setback in
the implementation process. They tend to slide back to the traditional setup.
43
Chapter 7: Future scope of the study
With the increased number of educated and technically sound workforce joining the
garment industry, there is a scope for better understanding of the Lean concepts.
understanding the intricacies of each tool with respect to the garment industry. In the
near future, the awareness level of Lean in the garment industry might increase from
This study is focussed only on the manufacturing aspect of the industry. Efforts can
be taken to implement lean in the other sectors of the garment industry as well. That
44
Chapter 8: Conclusion
India needs to perform competitively in the international trade. Though the exports
have grown over the past few years but the rate in which they increased is not the
same now. The retail market is in the limelight now and in order to match the
competition globally, the Indian garment industry has to take some efforts with
respect to Lean. It is the only fruitful way to increase the output without investing in
the input.
The government is taking steps by providing reservation for the domestic corporate
houses but it would not be for long. A time might come when the foreign brands will
rule the Indian market. To prevent that situation, it is time that the authorities take
45
Chapter 9: References
Management.
International.
http://www.indianmirror.com/indian-industries/garment.html
46
10. Joshi, R. R. (2012). Application of SMED Methodology. International Journal
Technology, 148-155.
Automation, 374-380.
14. What is Lean. (2012). Retrieved 2015, from Lean Manufacturing Tools:
http://leanmanufacturingtools.org/34/lean-manufacturing-definition-2/
Business.
Kanban System.
93-97.
47
19. Wilson, J. (2013, June). Real-Life Examples of Successful JIT Systems.
http://www.brighthubpm.com/methods-strategies/71540-real-life-examples-of-
successful-jit-systems/
20. Textile Industry in India. (2014, November). Retrieved February 2015, from
IBEF: http://www.ibef.org/industry/textiles.aspx
industries/2014/garment-2014.html
24. Bartle, T. (n.d.). How to Write Standard Operating Procedures for a Skin Care
operating-procedures-skin-care-facility-26246.html
http://www.isixsigma.com/industries/healthcare/applying-six-sigma-patient-
care/
http://www.treston.com/index.php?article_id=6210&__from_id__=6180
http://www.lean.org/whatslean/
48
28. Just in Time Inventory. (n.d.). Retrieved from Study.com:
http://study.com/academy/lesson/just-in-time-inventory-definition-advantages-
examples.html
29. Kashmer, D. M. (n.d.). Takt Time and Value Added Time in Surgery and
http://www.surgicalbusinessmodelinnovation.com/statistical-process-
control/takt-time-and-value-added-time-in-surgery-and-healthcare-processes/
30. Kashmer, D. (n.d.). SMED in Trauma and Acute Care Surgery. Retrieved from
Storify: http://storify.com/DavidKashmer/single-minute-exchange-of-die-in-
trauma-and-acute/embed?border=false
http://www.qimacros.com/lean-six-sigma-articles/leanhealthcare/
https://www.moresteam.com/presentations/download/workcell_design.pdf
http://www.slideshare.net/KetanMokal/visual-controls-mieruka
procedure-hotels.html
35. Six Sigma For The Service Sector. (n.d.). Retrieved from Six sigma online:
http://www.sixsigmaonline.org/six-sigma-training-certification-
information/articles/six-sigma-for-the-service-sector.html
49
36. What Can A Manufacturing Plant Learn From McDonald’s. (n.d.). Retrieved
procedures-call-centers-66953.html
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APPENDICES
(Data Tables)
I
II
III
IV
V