application of lean production case study from garment sector of pakistan 28 march, 2011
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SMEDA-Industry Support Program. Application of Lean Production Case Study from Garment Sector of Pakistan 28 March, 2011 Presenters: Mr. Haider Sagheer Mr. Qasar Wasique Ahmed Dr. Nabeel Amin `. Background of the Project. Labor intensive - PowerPoint PPT PresentationTRANSCRIPT
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Application of Lean Production Case Study from Garment Sector of Pakistan
28 March, 2011
Presenters:Mr. Haider Sagheer
Mr. Qasar Wasique AhmedDr. Nabeel Amin
`
SMEDA-Industry Support Program
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Background of the Project
Labor intensive Huge variety of products with small quantity orders Inefficient production systems High need of flexibility Large employment Opportunities and increased share in export
market
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Evaluation Phase
1. House Keeping
2. Factory Current Efficiency Level
3. Factory Current Defect Rate
4. Material Handling
5. Space Utilization
6. Style Change Over Analysis
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1- House Keeping-before
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House Keeping-before
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House Keeping-before
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2. Factory Efficiency
Following were the major steps taken for calculating factory current efficiency level:
1. SAM Calculation of major products
2. Calculation of Over time
3. Data Collection from Bundle induction to sewing lines
4. Data Collection of finished Bundles
5. Idle Time Calculations
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2. Factory Efficiency
22%
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3. Defect Rate
Data collection by introducing appropriate format's. Data collection at end line and finishing stage. Appointed end line checkers.
After collection of data for one month an average of 35-40% defect rate was observed.
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Inspection Sheet Finishing
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4. Material Flow Analysis
840 Ft
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Target Setting Phase
Following Key Performance Indicators were defined as project target metrics:
1. Efficiency
2. Defect Rate
3. Material Handling
4. Space Utilization
5. Throughput Time
6. Cost/Pc
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Implementation Phase
Implementing 5S/Visual Control Systems across the Factory Implementation of IE functions Conducting Style Change Over Analysis by SMED (Reducing
throughput time) Running of Sewing Line at target efficiency level Implementing Hourly Based Quality Monitoring System Implementing SQC techniques Introducing Incentive System for Quality Control
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5S
Before After
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5S in Store
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Before After
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Savings of 135,000 PKR by sale of obsolete machinery
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Assignment Sheet
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Standard Allowed Minutes (SAM)- Gundo CT Short
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Pkt bag OL
Frnt rise OL, Back yokes OL
Frnt rise att, Back Yoke Att
Pkt bag att, Pkt TS
Back Rise OL
Frnt rise TS, Back yokes TS
Back rise att, Piping making
Back rise TS, Piping att to bk yokes, Back yokes att to back bodyBk yoke edge
OLSide seam att & lbl attSide seam OL
Button hole
Bartack 4 pts
W.B TS
In seam OL
Inseam att
Bottom hem
W.B elastic mkg, Side label att, Elastic att at W.B, Main label att
Store Room
Critical path Analysis- Gundo CT Short
CP Time = 9.63, SM = 1.31
O/L time = 1.31
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Style Change Analysis (Model Line)
Bundle Size: 15, Style: ShortDate:13/5/10, Time: 10:30
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Activities to introduce Flexible Production Line
Reduction of Bundle Size Hourly Basis Monitoring System Advance Cutting in Shelves Implementation of Checklist for Accessories Layout – Shifting of Special Machines Selection Criteria of Operators, Payments, Disciplinary Issues,
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Improved Material flow
328 Ft
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Before After (Model hall)
Items Description Items Description
Overhead Cost per Month for 170 machines
1,000,000 Overhead Cost per Month 1,000,000
Overhead Cost per Month for 17 machines
100,000Overhead Cost per Month for 17
machines100,000
No. of pcs/day produced @22% 225 No. of pcs/day produced @32% 325
No. of Pcs per mth @22% 5625 No. of Pcs per mth @32% 8125
overhead Cost/pc per mth @22%
18 overhead Cost/pc per mth @32% 12.31
OH cost Difference per piece = 18-12.31 = 5.47
OH Cost Savings = 5.47*8125 = Rs. 44, 443
Overhead cost Comparison (for 17 no of machines for one month)
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Quality Control System
Introduced Hourly Basis ReportsEnd LineFinishing
Check Sheets – Major Defects
ISSUES: Reports could not be properly filled due to large buddle size Operators were not submitting small bundles on time
Low DHU is Key Factor for running model line, therefore immediate action must be taken to properly fill the Q.C Reports
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Introducing Incentive System
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Defect Rate
Monthly Defect Rate
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
May,2010 June,2010 July,2010 August,2010 September,2010 October,2010 November,2010 December,2010
Month
De
fec
t R
ate
%
DR %
Trgt DR%
Before
Before
After
After
DR reduces Upto 5%
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Cost Savings Through Defect Rate Reduction
Avg. Production per Month = 60, 000 Pcs DR Before =30%, Rework in Nos = 18000 pcs DR After = 5%, Rework in Nos = 3000 pcs Rework Difference = 18000 – 3000 = 15000 pcs Avg. Operation Time =0.5 min Total time = 15000*0.5=7500 min Total time consumed in RW is 7* times of the operation 1st time performed. Total time saved= 7500 * 7 = 52500 min Avg. SAM per pc = 12 min
*According to KSA study this factor ranges from 7 to 14 times of the operation 1 st time performed.
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Cost Savings Through Defect Rate Reduction
No. of pcs that can be produced = 52500/12*32 = 1400pcs
Avg. Profit per pc @15% (FOB=Rs.425) = Rs. 64
Cost saving in RW/mth@15% per Mth = 1400 * 64
= Rs. 89,600
Projected saving by sustaining the RW @5%over one year = 89,600*12
= Rs. 10,75,200
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Cost Savings Through Defect Rate Reduction (Inspection Cost)
Salary per month(25 working days) = Rs. 7000 Per day income (salary)=7000/25 = Rs. 280 Avg. pcs inspected per day per Inspector=250 No of days needed by one inspector=15000/250=60 days Savings/Month By Reducing Inspection = 60*280
= Rs. 16800 Projected Saving over one year through Inspection
= 16800*12 = 201,600
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Total Savings Per Month
Cost Savings by
Reducing DR/month + Cost Savings By Reducing Inspection
= Rs. 89600 + Rs. 16800
= Rs. 106400
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Results
Sr.No
KPI Before After Percentage improvement
1 Efficiency 22% 32% 45%
2 Defect Rate 35% 5% 85 %
3 Material Handling 840 ft 328 ft 61%
4 Space Utilization 0 sq ft 1254 sq ft 100%
5 Through Put Time 3 days 1 day 66%
6 Cost per piece 18 Rs 12.31 Rs 31%
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