The document discusses implementing lean manufacturing principles in the apparel industry to reduce waste and improve efficiency. It compares traditional sewing line layouts to lean layouts that incorporate single-piece flow and line balancing. Key lean tools covered include standard work, visual management, continuous improvement, and eliminating overproduction and waiting times to reduce lead times.

1. A new approach to apparel industry

2. Industrial Engineering in Apparel Industry
It is concerned with the
development, improvement, General Sewing Data
implementation and
evaluation of integrated Fast Track training
systems of people, money,
knowledge, information, Lean Manufacturing
equipment, energy, materials
and analysis
Six Sigma
World Class Manufacturing Concepts

4. GSD
GSD is used to evaluate all
operations. Including Cutting,
Decorative, Sewing, Pressing,
Quality control and packing
Costing design
Line balancing
Investment Appraisal
Pre-production planning
Time standards
Operator training
Methods rationalization

6. Few example…
Dispose
Sew
Before After GSD
GSD implementation
SMV 0.30 0.15
Pick up Pnls CAPACITY 200 400
PRODUCTION 120 200
Operation : Collar pick ready Operation : Collar trim and turn

8. FAST TRACK TRAINING-QQT
The role of the instructor is to train
machinists to achieve their targets
of Quality, Quantity and Time, in the
shortest possible time.
Fast Track Training
New Operator Low Performer Multi Skill

9. Comparison of Training methods
Training during Training during 2000
QQT Methodology
1990'S to 2010 (KSA AAMT)
SELECTION CRITERIA Age above 18 years Age above 18 yrs Age above 18 yrs
Trainability assessment for
tailors.
Operations assigned
Based on finger dexterity based on grade obtained in
test & color blindness test the trainability assessment
Physical fitness for Tailors and others
i) Basic knowledge on
BASIC TRAINING i) Machine control machines i)Loop exercise No1: Speed
ii)Training given to sew ii) Paper exercises with ii)Loop exercise No 2:
stitch by stitch time targets-6 nos Speed and accuracy
iii)Loop exercise No 3:
iii) Fabric exercise with Speed accuracy with
time targets-7 nos precise stoppage

10. Comparison of Training methods
Training during 2000 to
Training during 1990'S QQT Methodology
2010
i) Training given for semi skilled i)Training on specific i)Specific designed fabric
operations(eg : Joining 2 parts operations directly exercises for every
by a straight seam) operation with Quality
SKILL &Time Targets
TRAINING
ii) On gaining experience of ii)The operator attains ii)The operator attains
about one year they are graduation at 80% graduation at 80%
trained on skilled operations(eg
: Joining 2 or 3 parts by
following notches, very long
operations like bottom hem,
side seam etc.)
1:20 1:15 1:3
TRAINER-
TRAINEE RATIO
3 to 6 months 2 To 4 months 4 to 8 days
AVERAGE
TRAINING PERIOD

11. Snapshot of Trainee graduation – Before and After

12. Foundation Skills
Loop • Sew 2 meter loop in single burst.
exercise • Single needle lock stitch machine
running as fast as it can.
No 1
• Sew 2 meter loop in single burst
Loop • Single needle lock stitch machine
exercise running run as fast as it can.
No 2 • Follow the pressure foot margin and
sew.
• Sew 2 meter loop in single burst.
• Single needle lock stitch machine
Loop running run as fast as it can.
exercise • Follow the pressure foot margin and
sew.
No 3 • Stop between 2cm,1cm and 1 thick
line .

13. OPERATION SPECIFIC SKILLS-COLLAR RUN
Exercise 1
Target:
Time -14 sec.
Quality- 40 cm Straight seam in single burst.
Purpose:
40 cms 17cms •Join 2 pieces
•Align at foot
•Straight 40 cm seam
•One burst of sewing
•Run off & separate
Stitch at1/4” margin
Exercise 2
Target:
40 cms 17cms
Time -21 sec
Quality- ¼ inch seam following foot as guide
Purpose:
•Practice all skills from exercise 1.
•Stop in corner.
•Position needle.
Exercise 3
Target:
Time -24 sec
Quality- Making sharp, symmetric corners
Purpose:
•Practice skills from 1&2
•Stop in sharp corner.
Stitch at ¼ “margin •Match cut marks

15. Lean Manufacturing
 It is focusing on the
ELIMINATION of WASTE (non-
value-added activities) through
CONTINUOUS IMPROVEMENT!
Value-Adding Activities
 Transform materials and information into
products and services the customer wants
Non-Value-Adding Activities
 Consume resources, but don't directly
contribute to product or service

16. Wastes in Manufacturing
Up to 90+% of any Process is Wasted Time or Activity
Excessive Excessive Motion Defective Products
Inventories (Walking to Next Task, etc.) (Identifying, Handling,
Fixing)
OPERATIONAL LEAD TIME
Unneeded Waiting Overproduction Transportation
Processing Time (Often Results of (Make Parts
Unbalanced Tasks) Here, Take Upstairs
For Assembly)
Wasted Time and Activity
Core Process Value
• Defective products • Processing
• Overproduction • Transportation
• Inventories • Waiting
• Excess motion
Lead time reduction: identify and eliminate waste

17. Causes of Waste
 Layout (distance)  Supervisory roles
 Long setup times  Irrelevant performance
 Incapable processes measures
 Poor maintenance  Ineffective production
practices planning/scheduling
 Poor work methods  Lack of workplace
organization
 Lack of training
 Supplier quality/reliability
 Lack of adherence
 More…
 Large batches

18. FRONT
PANEL
W
B
P
F
P
F
LOADING
W
ATT END OF
P
F
B
P
P
F
PANEL
POCKET LINE
BACK
Due to Single Piece Movement and reduction in WIP the Lead time has significantly
FRONT CHECKING
ATT
POCKET
B
P
FRONT & BONE SEW LOADING WAIST BAND
POCKET ATT BUTTON HOLE
TRIMMING
FRONT
POCKET
FRONT
BONE SEW
& BONE SEW BACK POCKET
FIINISH
POCKET ATT
FRONT
WAIST BAND
P
PLEAT
FRONT
BUTTON HOLE
BRAND LABEL
reduced and hence improved the Flexibility in terms of Style Changes
WAIST
Sewing Line Layout -Comparison
BAND
ATT
FRONT PLEAT
WAIST BAND
FIINISH TACKING
POCKET
BACK
FRONT & BACK PKT
W
BUTTON SEW
BK PKT B/T
FLY & CROTCH
PC B/T
PANELS
LABEL ATT
SIDE SEAM
BODY
BRAND
B
PAIRING & MID BACK PKT BAG
LINE CHECKING
CLOSE
LOOP DOWN
SEW & TOP B/T
BUTTON INSEAM
B
BACK PKT
END OF LINE
CHECKING
FLY
BK PKT B/T waist band
blind hem FLY ATTACH
FRONT &
F
RGT & LFT
BAG CLOSE Right fly lining
BACK PKT close
CROTCH SEW
TRIMMING
SIDE SEAM SEAT SEAM
FOLD & SEW
SIDE PKT WAIST BAND
TACKING
INSEAM WAIST BAND IRON
ATT
CONVENTIONAL LAYOUT
WAIST BAND FLY & CROTCH
PC B/T
ATTACH
FLY FLY TOP
STITCH
RGT & LFT
ATT
WAIST BAND LOOP DOWN &
TOP B/T
SEW WAIST BAND EXTN
CROTCH IRON & FLY IRON
HOOK & BAR waist band blind
hem
LEAN LAYOUT
SEW WAIST WAIST BAND
w
w
w
2
3
1
FOLD & BAND EXTN SEW &
Right fly lining
SIDE PKT SETTING TURN
close
TURN
EXTN SEW &
WAIST BAND IRON
IRON & W/B
BAND ATT BAND EXTN
WAIST HOOK & BAR WAIST
STITCH SEAT SEAM
FLY TOP
BAND ATT
WAIST BAND
WAIST ATT

19. Balancing of Work Content / Cycle time
CONVENTIONAL CYCLE TIME Vs TAKT TIME
• Best Possible Combinations to be close to
70
the Takt Time
TIME (IN SECS)
60
50
40
30 545453 59 57
4654
•NEW COMBINATIONS
20 3537 394237374140 4240383741 3342373733 36372746
10 19 2033
0
FRONT…
FRONT, BACK, W/B,…
WAIST BAND LABEL …
LEFT & RGT FLY…
W/B EXTN SEW &…
FRNT POCKET ATT…
FRNT POCKET ATT…
FRNT POCKET …
FLY BARTACK &…
LOOP DOWN…
FRONT AND BACK…
W/B EXTN IRON &…
•Method Study
INSEAM
SIDE SEAM
HOOK & BAR ATTACH
FLY TOP STITCH
SEAT SEAM
W/B IRON
LOOP TOP BARTACK
W/B TACKING
TRIMMING
W/B SETTING
W/B BLIND HEM
BRAND LABEL ATT
SIDE PKT FOLD & SEW
BACK POCKET FINISH
• Work place engineering and ergonomics
OPERATIONS
• Check Points Introduced
LEAN CYCLE TIME Vs TAKT TIME
70
• Keeping Material Flow in Mind: Layout
TIME (IN SECS)
60
50
40
30 58 545353 59 48 5050 54 59 53 54 56 58 54 6061 58
Modification
20 47 5353 51 47 53 43 53 48
10
0
INTRODUCTION OF SINGLE PIECE
W/B EXTN …
W/B EXTN …
W/B IRON &…
RIGHT FLY…
FLY…
FRONT AND…
PANNEL…
BRAND…
LEFT & RGT…
HOOK &…
LOOP…
FRONT…
FRNT…
FRNT…
FRNT…
FRONT, BA…
BACK…
SIDE PKT…
FLY TOP…
SIDE SEAM
TRIMMING
INSEAM
SEAT SEAM
MOVEMENT AFTER LINE BALANCING
OPERATIONS Takt Time=465 mins / 450 pcs = 62 sec

20. Improvement
Characteristics Before After
Production / day 301 avg 430
Lead time (Days) 1.52Days 94 min
1.Efficiency% 59% 72%
3.Multi skill Index 3.43 5
4.WIP In line 530 pcs < 100 pcs
5.Rework % 10.58% < 5%
6.Loss time due to style change avg 94.70 min < 30 min
over
Manpower per line 54 38

21. Comparison of Traditional vs. Lean
Traditional Lean
• Complex • Simple and Visual
• Forecast Driven • Demand Driven
• Excessive Inventory • Inventory as Needed
• Speed Up Value- • Reduce Non-Value-
Added Work Added
• Large Batch • Small Lot Size
Production
• Minimal Lead Time
• Long Lead Time
• Quality Built-in
• Quality Inspected-in

23. Six Sigma approach D M A I C
C
Project Charter SIPOC CTQ Tree Diagram Prioritization matrix
GEMBA Cause & Effect Diagram High RPN Causes FMEA
WHY- WHY Analysis Solutions to Root cause Control chart

24. Defects Zone
A zone The defects of the garment
which is visible when it is packed.
B zone The defects of the garment
which is visible when garment is
opened flat.
C zone The defects which can be
seen when the garment is turned.

25. List of Top defects
Pareto Chart of Top Defects- March to May
Side Seam- Raw Edge Open Stitch
1600
100
1400
1200 80
Collar Finish - Down Stitch
Percent
1000
Count
60
800
600 40
Sleeve Placket - Slant & Down Stitch 400
200
20
0 0
LIST OF TOP DEFECTS h h h en it ch g ad
itc itc itc p in
re
St St St St op
Uneven Cuff High Low Open pe
m
ow
n
ow
n
Lo
w
O
n
o w em
-
R
im
Th
O D D h D H n tr
e - & ig & U
H m
dg is h nt f ut to
E
Fi
n
Sl
a uf O t
aw ar - C
pe Bo
Pocket Shape Out & Down Stitch m
-
R
C
o
l e
t
c k ne
v
en h a
t
S
ea P
la U e
S e ck
id
e
ev Po
S le
S
Bottom Hem- Roping
Count 506 309 226 168 144 96 60
Percent 33.5 20.5 15.0 11.1 9.5 6.4 4.0
Cum % 33.5 54.0 69.0 80.1 89.7 96.0 100.0
Untrim Thread

26. Top Defects
Side Collar down
seam stitch
raw edge
Cuff
Uneven
Pocket down
stitch
Sleeve Placket -
Bottom Slant & Down
roping Stitch

27. Cause and effect - Example
Potential causes were identified by Cause & Effect diagram was made depicting
Brain storming sessions with the the causes category wise.
operators.
MAN METHOD
M/C control
Size mix-up Armpit join up & down
Uneven margin Improper feeding
Improper or wrong W/C label
Improper armhole T/S
attachment
Improper armhole T/S
Operator handling
Improper trimming
Improper sleeve Fabric constraint at the end
attachment of seam
Front & back up & down Improper sleeve attachment
Side seam
raw edge
Folder problem
Front & back up & down
Blunt needle point
Uneven margin
Uneven cut parts
MACHINE MATERIAL

28. Improve – Few examples
Red Flag- new operator/
operator change
Red Flag
In line rework monitoring End line rework monitoring
board board

29. Control Phase
Data Used to establish control limits

31. WCM
Work environment – 5S Environment Health and safety
- House keeping - Awareness of seasonal diseases
- Red tag - Near miss Accidents
- Visual display for safety
Systematic improvement
- Generating new Ideas Kaizen
- Employee involvement People Management
- Career Planning
Self Maintenance - Family Visits for employees
- Reduction M/C downtime - Employee satisfaction and plan
- Monitor Spares consumption
Technology management
- New Machineries
- Up gradation of new technology

32. Thank you
Pradeep
Industrial Engineer