MADE TO MEASURE- LEAD TIME REDUCTION

THROUGH BARCODE
A dissertation submitted in partial fulfillment of
the requirement for the award of Degree in

Bachelor of Fashion Technology

(Apparel Production)

Submitted By

NIHARIKA

Under the guidance of

MS. RENJINI G.
Assistant Professor, DFT

Department of Fashion Technology

National Institute of Fashion Technology, Bengaluru
May, 2019

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 ABSTRACT

Rapid development of competition, globalization and better information access makes

the customer more sophisticated and demanding in terms of time, cost and service.

Small lead time, low cost and high service level has been redirecting industries more

customers focused.

In garment industry, MTM is a different segment catering to individual needs requiring

high customer satisfaction and delight. MTM executes individual orders which needs to

have smaller lead time and high quality to bring business Due to longer lead time MTM

has been losing order which reduces customer delight level. Hence, the objective of the

project deals with reducing lead time of Made-to-Measure.

Reduction of delay in sewing line can be achieved through better tracking system which

are cost affecting and user friendly. The use of barcode system has been explored in

this project to make the tracking system identify real time data and helping operators to

understand product specification, its probable location and causes.

Root cause analysis and fishbone diagram was carried out for analysis of delay.

After implementing the barcode system, overall lead time of the product got reduced.

Better tracking and communication is achieved as operator is being trained about the

product specification through track sheet.

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 CERTIFICATE

“This is to certify that this Project Report titled “LEAD TIME REDCTION IN MADE TO

MEASURE” is based on our original research work, conducted under the guidance of

Ms. Renjini G., Assistant Professor (DFT), NIFT, Bengaluru towards partial fulfilment

of the requirement for award of the Bachelor’s Degree in Fashion Technology (Apparel

Production), of the National Institute of Fashion Technology, Bengaluru

No part of this work has been copied from any other source. Material wherever

borrowed has been duly acknowledged.”

Niharika Ms. Renjini G.

BFT-VIII Assistant Professor (DFT)

NIFT, Bengaluru NIFT, Bengaluru

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 ACKNOWLEDGEMENT

We take this opportunity to thank everyone who supported us in the successful

completion of our Graduation Project.

We would like to start by expressing our gratitude towards our project guide, Ms. Renjini
G. (Assistant Professor, Department of Fashion Technology, Bengaluru), who took keen
interest in our project and guided us by providing her valuable suggestions. We would
also like to thank our Course Coordinator, Dr. Anupama Gupta for her continuous
support and encouragement.

We would like to thank National Institute of Fashion Technology, Bengaluru for

providing us the opportunity to carry out this study as a part of our Graduation Project.

We heartily thank Silver Spark Apparel Ltd., for giving us the opportunity to take up our
Graduation Project in the MTM Department of SSAL-1, and to work on the project of
Lead time reduction in Made To Measure..

This project could not have been achieved without the mentorship and guidance of Mr.
Tarun Pargai -Assistant Manager (production). We would also like to extend our
gratitude to Mr. Nitin Wanker, Plant Head, Silver Spark Apparel Ltd for his valuable
insights for the project.

We are thankful to and fortunate enough to get constant encouragement and support
from Ms. Susan Thomas, Director, NIFT, Bengaluru, and all the faculties and
department assistants.

We sincerely respect our parents who have provided us the opportunity to be a part of
this esteemed institution.

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Contents
1. INTRODUCTION ................................................................................................................................. 8
1.1 TITLE OF THE PROJECT ........................................................................................................................ 9
1.2 BACKGROUND ..................................................................................................................................... 9
1.3 INTRODUCTION ................................................................................................................................. 11
1.4 NEED OF THE PROJECT ...................................................................................................................... 12
1.5 RESEARCH OBJECTIVES ..................................................................................................................... 12
1.6 RESEARCH SCOPE .............................................................................................................................. 12
2. REVIEW OF LITERATURE ...................................................................................................................... 13
2.1 LEAD TIME ......................................................................................................................................... 14
2.1.1 HISTORY ..................................................................................................................................... 16
2.2 LEAD TIME IN GARMENT INDUSTRY ................................................................................................. 18
2.2.1 MASS CUSTOMIZATION AND MASS PRODUCTION .................................................................... 18
2.3 MADE TO MEASURE .......................................................................................................................... 19
2.3.1 SIGNIFICANCE OF MTM.............................................................................................................. 20
2.4 IMPORTANCE OF LEAD TIME ............................................................................................................ 22
2.4.1 METHOD TO REDUCE LEAD TIME............................................................................................... 22
2.5 SPECIAL APPLICATION TO REDUCE LEAD TIME ........................................................................... 29
2.5.1 BARCODE .................................................................................................................................... 29
3. RESEARCH METHODOLOGY ................................................................................................................ 35
3.1 RESEARCH DESIGN ............................................................................................................................ 36
3.2 DATA ANALYSIS TOOLS ..................................................................................................................... 36
3.3 RESEARCH METHODS AND TECHNIQUES .......................................................................................... 36
4. DATA COLLECTION .............................................................................................................................. 38
4.1 WORKING PROCESS OF MTM (At the store level) ............................................................................ 41
4.2 WORKING PROCESS OF MTM (At Factory level) ............................................................................... 42
4.2.1 ANALYSIS TO IDENTIFY SUB DEPARTMENT PROCESS: ............................................................... 43
4.3 ORDER TRACKING TO UNDERSTAND LEAD TIME IN EACH DEPARTMENT ..................................... 54
4.4 PARETO ANALYSIS TO RANK THE PROBLEMS CAUSING DELAY ........................................................ 60
4.5 FISHBONE ANALYSIS TO UNDERSTAND THE CAUSE OF DELAY ......................................................... 61

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5. IMPLEMENTATION .............................................................................................................................. 64
5.1 PROPOSED SOLUTION ....................................................................................................................... 65
5.1.1 TRACKING OF ORDERS ............................................................................................................... 67
5.1.2 PRODUCT SPECIFICATION NOT THERE ....................................................................................... 70
5.1.3 PRODUCTION SPECIFICATIONS NOT CLEAR ............................................................................... 72
5.1.4 BUTTONS NOT AVAILABLE ......................................................................................................... 74
5.1.5. THREAD SEARCHING ................................................................................................................. 75
5.2. COSTING ........................................................................................................................................... 76
6. RESULTS............................................................................................................................................... 77
6.1. REDUCTION IN LEAD TIME ........................................................................................................... 78
6.2. BENEFITS ...................................................................................................................................... 78
7. LIMITATIONS AND FUTURE SCOPE...................................................................................................... 79
7.1. LIMITATIONS ................................................................................................................................ 80
7.2. FUTURE SCOPE ............................................................................................................................. 80

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LIST OF FIGURE
Figure 1:DMAIC methodology………………………………………………………………………………………………………. 25

Figure 2: Universal Product Code ............................................................................................................... 30

Figure 3: Barcode Scanner .......................................................................................................................... 32
Figure 4: Made To Measure Products .................................................................................................. 40
Figure 5: Delay percentage in each department ................................................................................. 54
Figure 6: Delay percentage in sewing department ............................................................................. 55
Figure 7: Track sheet ............................................................................................................................... 56
Figure 8: Sewing line ............................................................................................................................... 57
Figure 9: Button Hole Machine............................................................................................................... 58
Figure 10: Button Hole Machine ............................................................................................................ 59
Figure 11: Pareto Analysis of problems ................................................................................................ 60
Figure 12: Fishbone diagram of product specification not clear ....................................................... 61
Figure 13: Fishbone diagram of Product specification not there ...................................................... 62
Figure 14: Fishbone diagram of Tracking of order .............................................................................. 62
Figure 15: Fishbone diagram of buttons are not available on the shop floor .................................. 63
Figure 16: Fishbone diagram of thread searching .............................................................................. 63
Figure 17: Barcode data .............................................................................................................................. 68
Figure 18: Photos of barcode ................................................................................................................. 69
Figure 19: Before Track sheet ................................................................................................................ 70
Figure 20: After Track sheet ................................................................................................................... 71
Figure 21: Specification of Product........................................................................................................ 73
Figure 22: Buttons swatch card ............................................................................................................. 74
Figure 23: Data collection of the code of the thread ........................................................................... 75
Figure 24: Compare before and after data ........................................................................................... 78

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 CHAPTER
1. INTRODUCTION

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1.1 TITLE OF THE PROJECT

Made to Measure- Lead time Reduction through Barcode

1.2 BACKGROUND
The manufacturing industries these days are under pressure to produce and dispatch

products in shorter delivery times. In most of the industries a lot of effort is put in

reducing the cycle time and speeding up the output rate whilst the style changeover

time from one style to another is totally ignored. Lead-time refers to the time lag

between placing an order and receiving it (Li, 2000).

In today’s struggle for a competitive edge, companies are embracing the principles of

Lean Manufacturing. Lean Manufacturing is a set of techniques and operating practices

aimed at reducing through put time, lowering costs and improving quality by eliminating

wastes. The foundation of Lean Manufacturing is built on a repetitive manufacturing

model. However, the concept of continuous improvement and elimination of waste

applies to all organizations. As with any attempt to improve operations, the critical

mindset is “Always Better, Never Best”. (Zhang, Project Lead Time Reduction, March

2008 )

In today’s competitive business world, companies should have small lead times, low

costs and high customer service levels to survive. To achieve high service levels,

companies should make the flow of information, material and resources as efficient as

possible. Therefore it is important to know how a company performs its business and

communicates with its suppliers and customers. Having a good relationship with ones

supplier and customer is a key success factor in today’s business world. Areas of

improvement could be distinguished and proper actions for waste elimination could be
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taken. To achieve a future state map, different lean principles could be implemented.

(Rad M. H., Lead Time Reduction , Logistics, Nr 3/2008 )

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1.3 INTRODUCTION

The world is changing quickly, consumer expectations are high, and companies must be

quick to adapt if they are to survive and thrive.

In today’s competitive business world, companies require small lead times, low costs

and high customer service levels to survive. Silver Et Al. defined lead time as the time

spent that elapses between the placement of an order and the receipt of the order into

inventory, lead time may influence customer service and impact inventory costs.

(Bharath R1, (2014))

In particular reduction of project lead time and through put time, which is an important

issue of an industrial project now. Reductions in manufacturing throughput time and

lead time can generate numerous benefits, including lower work-in-process and finished

goods inventory levels, improved quality, lower costs, and less forecasting error

(because forecasts are for shorter time horizons). More importantly, reductions in

manufacturing throughput time increase flexibility and reduce the time required to

respond to customer orders. This can be vital to the survival and profitability of

numerous firms, especially those experiencing increased market pressures for shorter

delivery lead times of customized product. (Zhang, Project Lead Time Reduction, March

2008 )

Time is money, shorter lead time or throughput time is always good thing for producer

or customer. The production timing effort of each planning step that gives information

about the starting and ending dates, which are necessary for an exact scheduling of the

whole production process. Harrington proposes by eliminating the non-value adding

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activities from the processes and streamlining the information flow significant

optimization results can be realized. (Rad M. H., Lead Time Reduction, 2008)

In garment industry, MTM is a different segment catering to individual needs requiring

high customer satisfaction and delight. MTM executes individual orders which need to

have smaller lead time and high quality to bring business.

1.4 NEED OF THE PROJECT

 On time delivery

1.5 RESEARCH OBJECTIVES

 Reduce Lead Time Through Barcode

1.6 RESEARCH SCOPE

 The research study will be carried out in Bangalore.

 Research will be carried out only in MTM category.

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 CHAPTER

2. REVIEW OF LITERATURE

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This chapter defines key terms and provides insight into earlier work in Lead Time

Reduction to better understand the underlying theories, practical methods, and main

opportunities and challenges related to improving the delivery process of MTM

products.

Lead time can be reduced by doing things faster, or by buffering with inventory-finished

goods, semi-finished goods, major assemblies, work-in-process, components and/or

raw materials. There is a direct relationship between lead time, inventory investment,

and customer service. Lead time are cumulative and bi-directional, that is, order

handling, planning, procurement, delivery, inspection, manufacturing, handling, picking,

packing, and delivery all contribute to the lead time; and the time it takes to get ‘signals’

down the supply chain to initiate each activity adds to the overall time it takes to get the

job done. The discussions of this report that follow are focused on strategies and

practice for reducing lead time and are addressed within the Make, and Plan.

2.1 LEAD TIME

In today's highly competitive global marketplace they are placing greater value on

quality and delivery time. Manufacturers similarly have begun to place more value on

quality and delivery time and companies are trying to gain a competitive edge and

improve profitability through cutting cost, increasing quality and improving delivery.

However it is safe to say that the more competitive the industry, the more shortened

lead times will help. In competitive industries, short lead time will differentiate a

company from its competitors, leading to increase sales.

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Lead time is one of the main competitive factors among companies. The ability to

deliver quickly influences export, sales and thereby revenue. The definition of lead-time

can vary, depending on what part of the company is focused upon. It normally includes

all activities from start to end.

Lead time can be defined as total time required to manufacture an item, including order

preparation time, queue time, setup time, run time, move time, inspection time, and put

away time. It is the time interval between the initiation and the completion of a

production process. For make-to-order products, it is the time taken from release of an

order to production and shipment. For make-to-stock products, it is the time taken from

the release of an order to production and receipt into finished goods inventory.

Lead time sounds quite intuitive, and most readers can probably agree that lead time is

the time between start and finish of production. From a broad perspective the time for

product realization may be defined differently depending on the literature source and its

focus. The organization also provides different records for the overall lead time in their

factory, depending on the originating function or department providing the numbers. For

the machining processes for instance that can depend on whether time spent in raw

material storage is incorporated in the lead time or not. The inconsistency with respect

to lead time definition offers great confusion. (JÒNSSON, Sweden 2016)

“Lead time is the total time from the arrival of raw material, through manufacturing, to

the dispatch of finished products.” (JÒNSSON, Sweden 2016)

There were several different approaches when discussing lead time reduction. The one

approach that was selected for this master thesis was implementing lean principles to

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eliminate wastes. Therefore it is important to understand the lean philosophy, lean

principles, the definition of waste, and different kinds of waste. To properly and

thoroughly discover those areas with waste, all processes must first be mapped. There

also were many different types of process mappings with each possessing its own level

of suitability for particular situation. (Rad M. H., Lead Time Reduction at BEAB, 2008)

2.1.1 HISTORY
Today's customers around the globe demand product as they want it, when they want it,

and at the best possible price. In today's highly competitive global marketplace they are

placing greater value on quality and delivery time. Manufacturers similarly have begun

to place more value on quality and delivery time and companies are trying to gain a

competitive edge and improve profitability through cutting cost, increasing quality and

improving delivery. However it is safe to say that the more competitive the industry, the

more shortened lead times will help. In competitive industries, short lead time will

differentiate a company from its competitors, leading to increase sales. Lead time is one

of the main competitive factors among companies. The ability to deliver quickly

influences export, sales and thereby revenue. The definition of lead-time can vary,

depending on what part of the company is focused upon. It normally includes all

activities from start to end. Lead time begins with the first receipt of a customer order

and ends with customer receipt of the product or service. Everything in between is the

lead-time. Lead-time refers to the time lag between placing an order and receiving it. In

this study lead-time is defined as the time it takes from getting order from a customer

and received the delivered product by that customer.

Total lead-time is made up of time devoted to processing orders, to procuring and

manufacturing items, and to transporting items between the various stages of the supply
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chain. However, lead times can often be reduced if items are transported immediately

after they are manufactured or arrive from suppliers. Lead-time typically includes two

components: Information lead times (i.e., the time it takes to process an order) and

Order lead times (i.e., the time it takes to produce and ship the item). Information lead

time can be reduced by using very sophisticated and modern communication system

while Order lead time can be reduced through efficient supply chain management.

A researcher named Marc Smith explained lead time in two ways. First, Customer lead

time, this refers to the time span between customer ordering and customer receipt.

Second, Manufacturing lead time, which refers to the time span from material availability

at the first processing operation to completion at the last operation. In his paper Marc

Smith developed theories for the reduction of lead time in the equipment manufacturing

company specially in vehicle manufacturing company. It is also applicable to the RMG

sector. In the lead time reduction process, identifying the beginning of the process and

walking through the process is very important. In the RMG sector after order

confirmation the process begins by sending information to the suppliers for raw

materials (fabrics + accessories) and the process run through shipment of final product

and received by the buyers. The whole of this process is comprised of the following

steps - order submission, scheduling & sequencing, manufacturing and distribution. A

manufacturer may be able to reduce lead time by taking some strategic measures in all

of these four stages. From the above theory it is clear that the total lead time is

customer lead time.

Customer lead time = [{Information lead time} + {Order lead time}] Total lead time =

[{Information lead time} + {(manufacturing lead time) + (shipping time for import fabrics)

+ (Shipping time for export final product)} (Nuruzzaman, 2009).

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2.2 LEAD TIME IN GARMENT INDUSTRY
Lead time is key issue for enhancing performance of manufacturers across various

industries. Lead time can minimize to faster response of customer requirement and

making organization more customers oriented. The reduction of lead time is a major

factor of several industrial customers which shows present industrial scenario. Supply

chain initiatives in manufacturing industries have guide industrialist to expect that

remarkable reductions in lead time are possible in all stages of their industry. (Singh,

Sohani, & Marmat, (2013) )

Lead-time is the time between ordering a good or service and receiving it. Response or

lead-time is an important issue in supply chain management. Long lead-times impair the

ability of a supply chain to respond quickly to changing conditions, such as changes of

quantity or timing of demand, changes in product or service design. Clothing lead-times

are traditionally long. To compress response time, fundamental changes must be

addressed in every function that affects the delivery of the product (from design, product

development, manufacturing, order entry, and distribution). (Hassan Al-Zubaidi and,

2004)

2.2.1 MASS CUSTOMIZATION AND MASS PRODUCTION

Mass–customization is described as a process by which firm apply technology and

management methods to provide variety and customization through flexibility and quick

responsiveness. Whereas mass-production’s primary goal is to produce standardized

products at a price that everyone can afford, the goal of mass-customization is to

produce enough variety in products and/or services so that nearly everyone finds

exactly what he or she wants at a reasonable price.

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Mass–customization and mass-production strategies are incompatible, and that mass-

customization is the only viable competitive strategy option for the 990’s. Mass-

production and mass-customization strategies can be pursued within a single firm and,

more importantly, a firm can create a system that focuses on knowledge creation and

organizational learning, through the interaction of both the approaches.

Mass–customization and mass-production are fundamentally different, and incompatible

paradigms, because of their differing pervasive impacts on the way work is organized

within a firm. It strategies require different organizational structure, values system,

learning methods, and ways of relating to customers.

Viewing Mass–customization and mass-production as two incompatible approaches

ignores how the interaction between these systems can be a source of new knowledge

for a firm. It appears that nothing precludes firm from pursuing a mass customization

strategy in one segment of its market and a mass production strategy in another. (kotha,

1996)

2.3 MADE TO MEASURE

Made-to-measure, defined by the apparel industry as clothing manufactured specifically

for an individual to one’s measurements, is flourishing in the United States. The Custom

Tailors and Designers Association of America, Inc., a professional association for

manufacturers and retailers of made-to-measure clothing, has over 300 members. The

annual growth rate reflects an addition of 40 to 50 new members each year and attests

to the increasing strength of made-to-measure in the apparel industry.

Made-to-measure is the fastest expanding segment of the men’s suit business.

Because there is little or no necessity for inventory, problems associated with

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overstocked merchandise are virtually nonexistent, thereby eliminating markdowns.

Alterations are minimized which saves significantly on overhead costs.

Increased demand by consumers for made-to-measure clothing has many believing that

it will substantially compete with designer and name-brand apparel. Although fit is a

concern of many consumers, practitioners believe that most men select made-to

measure for convenience, service and selection offered. A retailer may visit a client at

home or work for fitting, purchase, and delivery. Retailers take time to know each client

to understand needs. A client can have a garment tailored to specification through

selection of style and fabric. Details, such as lapels, pockets, vents, and buttons, can be

chosen to express individuality. The three factors of convenience, service and selection

allow a person to create a unique style without having to go shopping. In addition,

made-to-measure clothing may offer improved fit over ready-to-wear for persons who

are short, tall, big or small because it takes into consideration individual needs of each

consumer. (Oliver, Profile of Male Made-to-Measure Customers: Body Characteristics

and Purchase Selection, 1993)

2.3.1 SIGNIFICANCE OF MTM

Mass customization (MC), as a completely new product mode; combine the advantages

of both mass production and customized production. On the premise of not

uncompromising economic benefit, MC provides customized product which satisfies

increased consumer awareness of quality and functionality demands with low cost and

short lead time. Obviously garment industry provides necessary commodities, on the

other hand these goods include diverse fashionable elements, and thus end customers

have various choices among brands, drapes, fabrics and colours etc. The mode of

mass customization integrates the custom-made goods on a mass scale with good

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quality, low price, high productivity and efficiency to achieve by the economies of scale

in mass production engineering. (Bo Dong*, 2011)

This study was to profile male users of made-to measure clothing and to examine body

dimensions that affect the consumer’s selection of fabric and garment style.

Despite the importance of made-to-measure, research on characteristics of consumers

is limited. Data for the present study were gathered during the regular course of

business of a made-to-measure clothing retailer and represent actual consumer

behavior. Eckman, Damhorst, and Kadolph (1990) noted realism often has been lacking

in apparel research which might bias results.

This standard industry form included categories such as clothing/style preferences,

fitting problems, sizing questions, how one heard about the business, and why made-to-

measure was used. Body dimensions of height and weight were recorded on the form.

Height was measured by the sales representative and recorded in inches; weight was

self-reported by the client. Purchase information (e.g., fabric and garment style

selected, garment price) was recorded on sales records at the initial purchase and at

each subsequent purchase.

The data collection instrument was designed for business purposes, allowing sales

representatives a better understanding of clients’ needs. The researchers coded these

data to achieve the purposes of this study.

Most of the men chose to purchase made-to-measure clothing because they were

curious about it. Only about one-third of the men had fitting problems and few required

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complicated alterations. The men tended to wear traditional styles and fabrics. (Oliver,

Profile of Male Made-to-Measure Customers:)

2.4 IMPORTANCE OF LEAD TIME

Manufacturing lead time is the sum of the processing time to convert raw material to

finished goods. Response time is the time between the customer places an order and

the customer receives the order. Manufacturing lead time is the sum of the time it takes

to convert the raw material to finished goods and the time that the finished goods waits

in the ship-buffer. Response time is the time between the customer places an order and

the customer receives the order. These three components of time have the following

advantages: shorter product development cycle time enables the firm to enter the

market first and gain the reputation as the leader. Shorter manufacturing lead time

allows the manufacturers reduce finished goods inventories as well as inprocess

inventories, which reduce the risk of obsoleteness. Finally, shorter response time

increases customer satisfaction which leads to a higher market share. manufacturing

lead time and response time is important for tactical planning. the manufacturing lead

time can be viewed as an internal performance measure that monitors the efficiency of

the production control system.

Manufacturing lead time and the response time as the performance measures of a pull-

based production control system. (Ilhyung Kim a, 1997).

2.4.1 METHOD TO REDUCE LEAD TIME

DMAIC is a systematic sequential framework for long term process improvement that

decomposes process improvement into five simple elements: define, measure, analyze,

improve, and control. It is ideal for an established workflow that is not meeting

expectations. Other process improvement paradigms have been used in the health care

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setting. Kaizen (Japanese word meaning to “make better”) uses the PDSA (Plan, Do,

Study, Act) or Deming cycle framework. It is an iterative improvement cycle that

emphasizes quick and early failure by making improvements on a small scale or trial

basis. First, a Plan is made and implemented on a small scale in the Do phase. The

results of the trial are evaluated in the Study phase and are adopted, adapted, or

abandoned in the Act phase (19). The iterative nature of the improvement cycle with

small changes often takes several iterations to arrive at a manageable process. PDSA

and DMAIC share common elements, including planning, process evaluation, and

correction phases.

However, DMAIC is a linear, long-term continuous QI methodology, whereas PDSA is a

rapid, cyclic, short term process. PDSA is best employed when an established workflow

is absent or baseline data do not exist and frequent changes have to be made to create

a new process.

Our project was suited for the DMAIC methodology because there was a process,

although inefficient, in place. DMAIC also emphasizes sustaining improvements, and to

this end, monthly reviews of follow-up and retrieval rates were performed as well as

quarterly multidisciplinary meetings.

Other methodologies include root cause analysis and failure mode and effect analysis.

Root cause analysis can be a part of the DMAIC process or a standalone methodology

that asks “5 whys” to determine the root cause of a problem. Failure mode and effect

analysis is a systematic method to evaluate a process and identify where and how it

might fail to identify parts of a process that are most in need of change. (Patrick D.

Sutphin, 2010)

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2.4.1.1 DMAIC
The DMAIC model indicates, step by step, how problems should be addressed,

grouping quality tools, while establishing a standardised routine to solve problems

(Bezerra et al., 2010). In this context, DMAIC assures the correct and effective process

execution by providing a structured method for solving business problems (Hammer and

Goding, 2001). This rigorous and disciplined structure, according to Harry et al. (2010),

is what many authors recognize as the main characteristic which makes this approach

very effective. In practice, the criteria for the completion of every DMAIC phase are

defined. (Vikas Kumar, 2014). The DMAIC methodology takes a problem that has been

identified by the organisation and utilizes a set of tools and techniques in a logical

fashion to arrive at a sustainable solution. Six Sigma prescribes an improvement

process known as DMAIC methodology.

 Define - improvement of project goals, goals based on customer needs and

wants

 Measure - current process and establish metrics to monitor the path to

achievement of goals

 Analyze - current process to understand problems and their causes

 Improve - process by identifying and piloting solutions to problems

 Control - improved process with standardization and ongoing monitoring

(Sokovic, Jovanović, Krivokapić, & Vujović)

As such, it provides a proven approach to problem solving and guides the application of

improvement tools in a highly structured and sequenced approach; this occurs

regardless of whether the specific tools originate within Six Sigma, lean, Baldrige criteria

or some other method.

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The use of DMAIC, from its initial definition of the project forward, can help identify the

most effective tools and techniques at each stage of the improvement process.

(Shankar, 2009)

Figure 1:DMAIC methodology.

DEFINE
Step1. DEFINE the problem and scope the work effort of the project team.

The description of the problem should include the pain felt by the customer and/or

business as well as how long the issue has existed. Hence, identify the customer(s), the

project goals, and timeframe for completion. The appropriate types of problems have

unlimited scope and scale, from employee problems to issues with the production

process or advertising. Regardless of the type of problem, it should be systemic—part

of an existing, steady-state process wherein the problem is not a one-time event, but

has caused pain for a couple of cycles.

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MEASURE
Step2. MEASURE the current process or performance. Identify what data is available

and from what source. Develop a plan to gather it. Gather the data and summarize it,

telling a story to describe the problem. This usually involves utilization of graphical tools.

process to the selection of machines and design of fixtures to reduce the time for set-

ups and material handling (Askin & Goldberg 2002). (Rad M. H., 2008)

TOOLS TO MEASURE
Time Study
Time study is the technique of work measurement to establish time for a qualified

worker to carry out specified task under specified conditions and at defined level of

performance. Basic time study equipment consists of – a stop-watch, a study- board

and time study forms.

The time study procedure consist of steps such as (i) Selection of Job (ii)

Standardization of Method (iii) Select the operator for study (iv) Recording of details (v)

Measure the duration of each element (vi) Calculating representative time of each

element (vii) Convert observed time into normal time (viii) Calculate relaxation and other

allowances (ix) Calculate Standard time.

Time study can be performed depending on the accuracy of stopwatch method, time

recording machine and motion picture camera.

ANALYZE
Step3. ANALYZE the current performance to isolate the problem. Through analysis

(both statistical and qualitatively), begin to formulate and test hypotheses about the root

cause of the problem.

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TOOLS TO ANALYZE
Pareto Analysis
Understanding processes so that they can be improved by means of systematic

approach requires knowledge of the seven basic quality control (QC) tools, which are

used in problem identification. These tools are largely quantitative and help answer the

questions associated with them:

(1) Process flowcharting – what is done?

(2) Pareto analysis – which are the big problems?

(3) Cause and effect analysis – what causes the problem?

(4) Histograms – what does the variation look like?

(5) Check sheets/tally sheets – how often does it occur?

(6) Scatter diagrams – what are the relationships between factors?

(7) Control charts – which variations are to be controlled and how?

A Pareto analysis is a QC tool that ranks the data classifications in the descending

order from the highest frequency of occurrences to the lowest frequency of occurrences.

(Karuppusami)

There are many improvement/analysis/chart techniques, for instance Pareto, fishbone

and so forth. However, Pareto was chosen for good reasons. Pareto focuses efforts on

the problems that offer the greatest potential for improvement, showing their relative

frequency or size in a descending order. It helps a team to concentrate on those causes

that will have the greatest impact if remedied. The analysis is based on the proven

Pareto principle that 20% of sources cause 80% of the problems. Pareto prevents

shifting the problem where the solution removes some of the causes but worsen others.

Problems need to be identified and more information obtained about them. This has

27
already been done as reported earlier. The next action is to rank the problems, based

on size or frequency. The following is an attempt to re-arrange and rank them based on

the frequency of their occurrence.  Use of navigation equipment  Communication 

Equipment failure including engines  Confusion due to standards and regulations 

Inadequate standards/applications by third parties 8  (R. Ziarati)

Fishbone diagram
One of the most effective ways to enhance product design for ease of assembly is to

plan in advance the assembly process. To facilitate this advance planning, the authors

encourage designers to use the following diagram to qualitatively "walk through" the

assembly process. This procedure forces the designers to identify cost driving assembly

tasks and step that may lead to defects. We view this diagram as an essential

document in proceeding to the evaluation of assembly difficulties.

Ishii and Kmenta (1995) introduced a fishbone style diagram for describing the

assembly sequence as an effective means of promoting the advanced planning of

assembly process (figure 2). The diagram also promotes DFA by forcing the engineers

to identify assembly difficulties and coming up with remedies. In fact, the identification of

assembly sequence is the first step in any DFA methodology.

Responding to suggestions from students and industrial partners, we began formalizing

the reverse fishbone diagram for use as a new disassembly analysis tool in close

concert with our design for manufacturability tools. As with assembly fishbone, the

reverse fishbone is most effective when implemented at the layout design stage, when

designers can identify disassembly complications and difficulties and ensure that

product retirement concerns are addressed up front. The reverse fishbone method of

describing and dissecting such sequences promotes a structured approach to advance

28
planning of the disassembly and sorting process. The diagram encourages the designer

to qualitatively "walk through" the disassembly process, identify difficulties, focus on

cost driving disassembly tasks and steps that may lead to defects, and iterate towards

solutions.

IMPROVE
Step4. IMPROVE the problem by selecting a solution. Based on the identified root

cause in the prior step, directly address the cause with an improvement. Brainstorm

potential solutions, prioritize them based on customer requirements, make a selection,

and test to see if the solution resolves the problem.

CONTROL
Step5. CONTROL the improved process or product performance to ensure the target(s)

are met. Once the solution has resolved the problem, the improvements must be

standardized and sustained over time. The standard-operating-procedures may require

revision, and a control plan should be put in place to monitor ongoing performance. The

project team transitions the standardized improvements and sustaining control plan to

the process players and closes out the project.

2.5 SPECIAL APPLICATION TO REDUCE LEAD TIME

2.5.1 BARCODE
Bar codes are an essential element of the electronic data interchange enabling

computer communications within the apparel industry. As such bar coding has been

integral to the success of most quick response initiatives. A lesser beam reads the width

of the black lines and the spaces between the lines of the bar code. It translates that

information into the 12-digit UPC number printed below the barcode. The first digit is a

system character, apparel products typically start with a 0, 4 or 7. The next set of five
29
digit identify the vendor. And the next five digit are the item code identifying a particular

product of that vendor. The last digit is a check digits used to check for errors.

Figure 2: Universal Product Code

A barcode based conditional maintenance approach has been proposed in [4] for the

production as well as spare part inventory control to increase the effective throughput of

a manufacturing process that depends on the equipment maintenance procedures and

the availability of the spare parts. The objective here is to minimize the amount of

investment in the spare parts and the reduction of the operation costs. Here a specific

unit of manufacturing equipment is monitored continuously for any degradation during

the operation of the equipment, and as soon as the degradation value reaches a certain

threshold, a replacement action is triggered. All of these are achieved using the

degradation limit maintenance policy along with a base stock spare part inventory

control policy. (Karan Fatnani, 2015 )

30
A barcode is a machine-readable representation of information (usually dark ink on a

light background to create high and low reflectance which is converted to 1s and 0s).

Originally, barcodes stored data in the widths and spacing of printed parallel lines, but

today they also come in patterns of dots, concentric circles, and text codes hidden

within images. Barcodes can be read by optical scanners called barcode readers or

scanned from an image by special software. Barcodes are widely used to implement

Auto ID Data Capture (AIDC) systems that improve the speed and accuracy of

computer data entry. An advantage over other methods of AIDC is that it is less

expensive to implement.

Practically every item purchased from a grocery store, department store, and mass

merchandiser has a barcode on it. This greatly helps in keeping track of the large

number of items in a store and reduces instances of shoplifting (since shoplifters could

no longer easily switch price tags from a lower-cost item to a higher-priced one). Since

the adoption of barcodes, both consumers and retailers have benefited from the savings

generated.

 Document Management tools often allow for bar coded sheets to facilitate the

separation and indexing of documents that have been imaged in batch scanning

applications.

 The tracking of item movement, including rental cars, airline luggage, nuclear

waste, mail and parcels.

 Many tickets now have barcodes that need validating before allowing the holder

to enter sports arenas, cinemas, theatres, fairgrounds, transportation etc.

31
2.5.2 Scanners & Barcode Readers

The earliest, and still the cheapest, barcode scanners are built from a fixed light and a

single photo sensor that is manually "scrubbed" across the barcode.

A later design, the "laser scanner," uses a polygonal mirror or galvanometer-mounted

mirror to scan a laser across the barcode — initially only in a straight line, but eventually

in complicated patterns so the reader could read barcodes at any angle.

In the 1990s some barcode reader manufacturers began working with digital cameras to

capture barcodes, both linear and 2D. That technology has matured and now often

surpasses laser scanners in performance and reliability.

Figure 3: Barcode Scanner

More recently, off-the-shelf digital cameras now have enough resolution to capture both

1D and 2D barcodes. Increasingly companies are looking to incorporate barcode

scanning software into camera phones. However, the camera phone optics is not well

32
suited for standard codes that were designed for industrial dedicated scanners. As a

result, new codes are being designed for mobile use such as colour code and mCode.

2.5.3 Benefits of using barcodes

In point-of-sale management, the use of barcodes can provide very detailed up-to-date

information on key aspects of the business, enabling decisions to be made much more

quickly and with more confidence. For example:

 Fast-selling items can be identified quickly and automatically reordered to meet

consumer demand,

 Slow-selling items can be identified, preventing a build-up of unwanted stock,

 The effects of repositioning a given product within a store can be monitored,

allowing fast-moving more profitable items to occupy the best space,

 Historical data can be used to predict seasonal fluctuations very accurately.

 Items may be reprised on the shelf to reflect both sale prices and price increases.

Besides sales and inventory tracking, barcodes are very useful in

shipping/receiving/tracking.

 When a manufacturer packs a box with any given item, a Unique Identifying

Number (UID) can be assigned to the box.

 A relational database can be created to relate the UID to relevant information

about the box; such as order number, items packed, quantity packed,

destination, etc.

33
  The information can be transmitted through a communication system such as

Electronic Data Interchange (EDI) so the retailer has the information about a

shipment before it arrives.

 Tracking results when shipments are sent to a Distribution Centre (DC) before

being forwarded to the destination.

When the shipment gets to the destination, the UID gets scanned, and the store knows

where the order came from, what's inside the box, and how much to pay the

manufacturer.

The reason bar codes are business friendly is that bar code scanners are relatively low

cost and extremely accurate – only about 1/100,000 entries will be wrong.

34
 CHAPTER

3. RESEARCH METHODOLOGY

35
3.1 RESEARCH DESIGN
The research study is an Analytical research which utilizes the already existing facts to

make a critical evaluation (Kothari, 2004).

3.2 DATA ANALYSIS TOOLS

NATURE OF DATA STATISTICAL TOOL APPLIED

Department wise classification of Delay Measures of Central Tendency

Section wise Classification of Delay Measures of Central Tendency

Identification of problems within a dept. Pareto Analysis

3.3 RESEARCH METHODS AND TECHNIQUES

Research process flow Method/Type Technique/Source
Literature Review Secondary Journal articles, books,
Research Web pages
Process study Primary Research Flow chart, observation

Order tracking across Primary Research Videos, time study

departments

Data collection Primary Research Videos, observation

Gap analysis Primary Research Pareto & Fishbone

Analysis
Development of solution- Primary Research SQL Programming
barcode, track sheet,

Installation and testing of the Primary Research Connecting the device to

device the machine
Analysis of the extracted data Primary Research Sending the data to the
server data base

36
Step 1:Study Made-to-Measure order process flow- how orders are taken, moved and
dispatched through different departments of MTM.

Step 2: Study the MTM lead days trend- studying the dispatch report and analyzing the
percentage orders dispatched in how many days.

Step 3: Identify the problems in sub departments.

Step 4: To identify problems through pareto analysis and Fish Bone diagram.

Step 5: To identify what is the possible solution?

Step 6: Implementation of Barcode (process, activities, abnormal waste reduction and

elimination, training) suggested in each department.

Step 7: Check- does this work as planned?

Step 8: Analyze the present throughput time of different department to maximize the value
addition by order tacking.

Step 9: Sustain the change through all the departments.

37
 CHAPTER

4. DATA COLLECTION

38
With increasing competition, discounts and sales all over malls and hypermarkets,

companies are innovating newer ways to boost their sales. Perform or perish is the new

mantra and pressure of increasing sales is showing up on faces of even big players like

Raymond.

Made-to-measure is unique service of premium clothing from the house of Raymond-the

complete man. This luxurious service allows the discerning customer to personalize

their ensemble bringing together their own personal taste.

At made to measure store, the fashion advisor understands the core needs of a

customer to create a personalized style for the suit, trouser, shirt or jacket.

Once the decision on style is established, the customer is given an assortment of fabric,

swatches and an array of style to choose from. The precise measurements are taken

and the closet try-on are given.

The customer details are send to an exclusive garment crafting facility where individual

fabric pieces are precisely cut. The fabric then undergoes 150 machines operations over

a period of 6 days to create a unique signature garment. From fusing collars and lapels

at regulated temperatures to careful blending of canvas, each processes ensures the

highest standards of quality for the customers personalized garment. Hence, perfect fit

and an edge to every customer style are guaranteed. The garment is delivered at the

stipulated date with the exclusive level defining its rich trademark, craftsmanship

bringing out the sartorial elegance in every man.

39
 Figure 4: Made To Measure Products

The present SSAL unit 1 MTM provides Jacket, Trouser, Suit and Waist Coat.

Formal Shirt for MTM is manufactured in other unit i.e. Celebration.

Collections offered by MTM:

 Leisure Collection

 Ceremonial Collection

 Business Collection

40
4.1 WORKING PROCESS OF MTM (At the store level)

41
4.2 WORKING PROCESS OF MTM (At Factory level)

Order /Photo Customize Pattern &

Order Receive at Analysis Marker at MTM
MTM CAD
at MTM CAD CAD

Fabric Cutting for an MTM Cutting: Fabric Fabric Check with

Hard Pattern
Order from store to Panels

MTM Finishing: Sew MTM Quality

MTM Sewing:
Garment to steam Evaluation for an
Panels to Garments
Press Garments order

MTM Garment Dispatch to MTM

MTM Invoicing
Packing origin shop

42
4.2.1 ANALYSIS TO IDENTIFY SUB DEPARTMENT PROCESS:
A). CAD:

CAD department is responsible for pattern and marker making and supply it to
cutting room.

This is the most important rooms for any garment industry as fabric consumption

can be controlled from this unit. MTM uses Gerber software for marker making.

CAD department works in two shifts (Shift I: 6:00 am to 2:00 pm, Shift II: 2:00 pm to
5:30 pm).

Working process of MTM at factory level starts from CAD.

Work Flow:

1. Order Download:

Department work starts with order downloading. In this particular process, punched

orders in the physical store are downloaded and saved in the system and the hard copy

of the order is generated which is moved in paper form though the department.

43
2. Dot net:

All the information related to the downloaded order is updated in the internal

software of MTM i.e. Dot net .

3. Alteration Entry:

This process includes the entry of altered measurements of different product of a

particular order.

44
4. Alteration Checking:

After the measurements are fed into the system the next process is to check the

entered measurements and develop the pattern of that product. The system has a

software named Aqua-mark, which has the base pattern of every product offered by

MTM. All the altered measurements are put in the software which retrieves the main

pattern from the basic pattern according to the measurements.

45
5. Plotter Marker:

Majorly block cutting is preferred in MTM. Hence, the process develops the brown

sheet patterns for ready cutting after the fabric is block cut. The process is responsible

just for jacket and waist coat.

46
6. Track Sheet Generation:

47
7. Marker Making:

Sale Marker is developed with the help of patterns which are generated by Aqua mark.

8. SAP Excel Entry:

The process involves the entry of all the details of the garment (fabric, trims) for

financial purpose.

B. STORE

Findings:
Lead time for retrieving fabric form the store is 5 minutes at present & frequency of

wrong fabric being cut in last the one month is 2 to 3 times.

48
C. CUTTING:

Cutting department is one of the most important sections in MTM. As Made-to-Measure

offers customized garment, the fabric is cut with high precision one order at a time.

To have smooth and continuous flow (to have no WIP in system) cutting also works

in 2 shifts same as CAD do.

Work flow:

49
1. LAYING
In MTM, fabrics are spread in two ways i.e. half width and full width.

If measurements are identical then fabric is laid half width but if measurements are not

identical (both the sleeves have different measurements), fabric is laid open width.

Along with shell fabric lining and fusing are also spread order wise.

2. CUTTING
Cutting has the option of two types of cutting:

2.1.Ready Cutting: The cut panels are directly fused after cutting.

2.2.Block Cutting: The cut panels are fused for shrinkage removal then are ready

cut with the help of brown sheet pattern manually and finally fused.

50
3. FUSING
All the required panels of the order products are fused before quality check. Block Cut

fabric are fused before shrinkage and ready cutting for shrinkage removal. After the

shrinkage removed panels are fused they are ready cut and then again every panel of

the garment is finally fused.

51
 4. READY CUTTING:

The process involves the manual cutting of block cut panels. The brown patterns of

the particular style and order are put over the panels and are cut precisely.

5. TAGGING
Cut panels are tagged with the track sheet and moved for quality check.

52
6. Checking:
(a) Panels are checked with 100% accuracy.

(b) Defect checking with 100% accuracy.

(c) Styles checking.

D. SEWING AND FINISHING:

In sewing department there are 5 sections sleeve, lining, collar, front and back section

and assembly.

The department works in one shift. Sewing department has two lines one for Jacket

which manufactures waist coat also and the other for Trouser.

At present CAD and Cutting is running throughout the week in which same employees

are interchanged between 7 days of week in planned manner.

MTM is a different segment catering to individual needs requiring high customer

satisfaction and delight. The front end works for complete 7 days with the maximum

footfalls on Saturdays and Sundays. To deliver the orders on time, back end has to be

ready to collect all the orders on that very particular time. To have on time delivery and

balanced WIP the first two department of MTM works for all seven days with the same

manpower without paying them for extra hours.

The main objective is to expose the employees different experiences and wider variety

of skills to enhance job satisfaction. currently, sewing and finishing is working for 6 days

excluding Sunday. The work processed on Sunday in both the departments i.e. CAD

and cutting creates WIP for sewing on Monday. This leads the late delivery of the

products.

53
4.3 ORDER TRACKING TO UNDERSTAND LEAD TIME IN EACH
DEPARTMENT

4 80%
69.40%
3.5 70%

3 60%

2.5 50%
Day

2 40%

1.5 30%
17.00% 14.00%
1 14.60% 20%

0.5 0.40% 10%

0 0%
CAD STORE CUTTING SEWING FINISHING

Delay Percentage

Figure 5: Delay percentage in each department

35 orders were tracked in each department to find the actual process time. In

sewing Delay percentage is more compare to other departments.

54
After studying the department the average abnormal delay percentage is identified

which influence the overall production process of the organization.

In SEWING the average delay percentage for 35 orders is 69.40%.

The major delay in sewing departments are identified by comparing time taken for

each section of Bulk and MTM (Made to Measure) orders.

25 50%
45% 45%
20 40%
35%
30%
15 30%
Minutes

25%
10 20%

11% 12% 15%

5 10%
2% 5%
0 0%
FRONT SLEEVE COLLAR LINING ASSEMBLY

SEWING Delay Percentage

Figure 6: Delay percentage in sewing department

55
This graph shows sewing department delay percentage. In sewing departments 5

sub departments are there.

In Front section the average delay percentage is 45%.

In Assembly section the average delay percentage is 30%.

The major delay in sewing sub departments are identified by my observations.

Figure 7: Track sheet

56
Track sheet are not proper define. Trims are not defined. Line manager will extract

information of trims code by the help of merchant web app. Then feeding helper

issues the trims accordingly.

Figure 8: Sewing line

57
In sewing line tracking is not happening. Piece is not moved and operators are not

doing stitches on Made to Measure pieces. Operators don’t know about

specifications of products.

Figure 9: Button Hole Machine

Buttons for MTM order are not provided in bulk line. People have to ask for it. This

process increase lead time.

58
 Figure 10: Button Hole Machine

Thread for MTM order are not provided in bulk line. People have to ask for it. This

process increase leads time. For button hole thread is very important.

59
4.4 PARETO ANALYSIS TO RANK THE PROBLEMS CAUSING
DELAY
By analyzing and tracking 32 orders in sewing department it was found 7 types of

delay. Then Pareto analysis to rank wastes in terms of time. Template, was carried

out to identify the maximum occurrences of delay in sewing line.

400 120%
352
350
100%
300

237.2 80%
250
205
200 182.8 60%
147.5
150
40%
Minutes

90.6
100 76.9
20%
50

0 0%

DELAY percentage

Figure 11: Pareto Analysis of problems

60
Pareto Analysis of the problem, by considering the aspects identified in the Risk

Assessment Template, was carried out to identify the maximum occurrences of

delay in sewing line.

From this analysis we found that, the maximum problem in swing department is

tracking of orders and its percentage is 27%, Product specification is not there and

its percentage is 46%, Product specification is not clear and its percentage is 61%,

Buttons not available and its percentage is 76%, then Thread searching and its

percentage is 87%.

4.5 FISHBONE ANALYSIS TO UNDERSTAND THE CAUSE OF

DELAY

Figure 12: Fishbone diagram of product specification not clear

61
Figure 13: Fishbone diagram of Product specification not there

Figure 14: Fishbone diagram of Tracking of order

62
Figure 15: Fishbone diagram of buttons are not available on the shop floor

Figure 16: Fishbone diagram of thread searching

63
 CHAPTER

5. IMPLEMENTATION

64
5.1 PROPOSED SOLUTION

SOLUTION PROBLEM BENEFITS

ADDRESSED

Development and Tracking of orders  Tracking of order from

implementation of cut parts to finishing.

barcode scanner.  Alert message on late

order processing

Specification of every Product Specification not  Elimination of wrong

product entered into the there issuance of trims.

database .  Reduction in time

required for searching

trims.

 Reduction in reworks

due to wrong trims

issuance.

Implementation of Product Specification not  Easier understanding

barcode system to clear of the operation and

generate image for job elimination of

instruction. confusion for the

operator.

 Reduce time taken

65
 and rework for

operation.

Combined trims and Buttons not available  Elimination of non

fabric store. Fabric and issuance of trims.

trims are issued at the  Elimination of trims

same time. misplacement.

Development of codes Thread Searching  Elimination of

for all the trims. Entry of misplacement of

the codes into the threads.

database. Issuance of  Elimination of wrong

code sheet to trims issuance of thread.

issue officer.

66
5.1.1 TRACKING OF ORDERS

67
Figure 17: Barcode data

68
Total scanning point is 8 and total section of sewing is 5 front, sleeve, collar, lining,

and assembly.

For front and assembly same barcode is there. For lining and collar same barcode

is there. For sleeve different barcode is used.

001TS953JFA- Front and assembly

001TS953JLC- Lining and collar

001TS953JS- Sleeve

001TS953J- Image of Product specification

Figure 18: Photos of barcode

69
5.1.2 PRODUCT SPECIFICATION NOT THERE

Figure 19: Before Track sheet

In this track sheet all trims Code is not there. Due to the absence of trims code in

the track sheet the lead time of the product is increased.

70
 Figure 20: After Track sheet

After the improvement in the process the new track sheet consist of all trims codes

which assist in better issuing of the trims.

71
5.1.3 PRODUCTION SPECIFICATIONS NOT CLEAR

72
 Figure 21: Specification of Product

Due to the implementation it gives the ability to the operator to understand the

sewing process for the particular product through the visual depiction. This results

in better understanding of the products and reduction in defects. Which leads to

total reduction in lead time.

73
5.1.4 BUTTONS NOT AVAILABLE

Figure 22: Buttons swatch card

Earlier the issuing of the trims was not on time due to the less availability of the

information. Which increase the lead time .Therefore, after the process

74
improvement the trims required for the product such as button are being issue

along with the fabric. The issuing process is improved due to the clarification in the

track sheet.

5.1.5. THREAD SEARCHING

Due to the unavailability of the code in the track sheet there was a major gap in the

communication regarding the color of the thread even though codes were pre

decided. After the development of new track sheet the code of the thread is

included in it. This results in clear understanding about issuing the correct type and

color of the thread or a particular product.

Figure 23: Data collection of the code of the thread

75
5.2. COSTING

76
CHAPTER

6. RESULTS

77
6.1. REDUCTION IN LEAD TIME

6
5.47
5

4
3.08
3
DAYS

0
BEFORE AFTER

SEWING

Figure 24: Compare before and after data

After implementation of the system the number of days got reduced from 5.47 to

3.08 days. This shows major decreases in the lead time.

6.2. BENEFITS
The benefits obtain from this are:-

Tracking based on real time data

Visual tracking

Better understanding about the product to the operator

Defect Reduction

78
 CHAPTER

7. LIMITATIONS AND FUTURE

SCOPE

79
7.1. LIMITATIONS

 The barcode scanner is limited to Scanning gun due to cost constraints.

 Scanning can also be happen through app on phone or tablet.

7.2. FUTURE SCOPE

 The bar coding system is only for tracking process from cut parts to finishing.

 It can further be applied to the entire chain or ie from order placement by

customer to the order receive by customer

80
 CHAPTER

8. BIBLIOGRAPHY

81
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