IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308

REDUCTION OF NON-VALUE ADDED ACTIVITIES IN AN APPAREL

MANUFACTURING THROUGH VALUE STREAM MAPPING (VSM)

S Appaiah1, C.S.Chethan Kumar2, Varun Bhatt3

1
Associate Professor, Department of IEM, MSRIT
2
Associate Professor, Department of IEM, MSRIT
3
PG Student, Department of IEM, MSRIT, Bengaluru
Abstract
This paper discusses the problems with the Current State Map (CSM) were identified, by highlighting non-value added activities,
The existing system is investigated for lead time problems and suitable remedial measures were implemented through VSM. The
lean concepts and techniques are implemented in a garment unit . The outcome is that the the complete lead time is once
decreased from 51 days to 43 days. The WIP at every work station has also been decreased.

Keywords: Lean Manufacturing, Lead Time, Non-value added activity, Value added activity, Value Stream Mapping,
WIP, Wastage.
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1. INTRODUCTION logistic, conversion process and outbound logistic.

Medium scale garment manufacturing industry for the shorts
and pants, as a way to critically analyze the manufacturer’s
manufacturing method and subsequently to establish the
waste streams. Industry is operating under the “make to
order” technique of lean manufacturing, which means it
does now not hold a giant stock of completed components
and best creates a precise number of production depends on
the customer demand .Whereas the fundamental objective
was to scale down the current lead time by way of at least
50%, In order to achieve that goal, required to document the
present state of the creation method, future state map was
once developed with the objective of making improvements
to the productivity With the construction of a preliminary
and final state VSM, we were able to attract conclusions
founded on the research and information collected.
2. LITERATURE REVIEW
A headlong rush to decrease the lead time by becoming lean
has created urgency for researchers and practitioners to
apply new tools and strategies for dictating wastages. This
research addresses the application of value stream mapping
in garments industry to implement lean manufacturing.
Value stream mapping is different than conventional
recording approaches as it helps in the visualization of
Material Flow, Information Flow, cycle times and utilization
of resources. Assurance of effective integration and
communication, lean systems may also be accomplished
with higher efficiency [1].
Chethan Kumar C.S, N.V.R Naidu, illustrated the
importance of using the lean principles to eliminate non
value added wastes in garment industry [2]. The redesigned
process is more effective and efficient than the previous one
[4]. The moderate to large manufacturing industry depends
on a long and integrated supply chain, consisting of inbound
Integrated line balancing is minimization of cost for inbound
and outbound logistic subsystems. The generic approach has
been developed for linking the balancing of the line of
production in the conversion area with the customers’ rate of
demand in the market and for configuring the related stock
chambers [5].
In the paper of Dr.C.S. Chethan Kumar and Dr.N.V.R.
Naidu [6] explains about the Lean manufacturing methods
that are appropriate for a company will vary according to the
company’s maturity in lean manufacturing and the issues
they are facing.
2.1 Problem statement
Based on the analysis of the existing system studies done, as
the garment industry manufactures variety of readymade
garments and exports the garments to other countries, but
now a day the company plans to improve production rate
with less wastages. Generally these wastes are
overproduction, correction (rework), waiting and inventory
of the manufacturing product .where the company ploy to
increase the productivity of the industries alongside it tries
to reduce the wastages of the manufacturing and lead time to
manufacture the products.
2.2 Objectives
Henceforth the objective of this work is to make sense of by
what method can lean manufacturing is used to accomplish
the following:
 To reduce the defects in sewing section
 To identify the wastes in storage, cutting, sewing,
finishing and packing department
 Identifying the areas where changes have been made to
implement lean
 To reduce the lead time

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Volume: 05 Special Issue: 16 | ICRAES-2016 | Sep-2016, Available @ http://www.esatjournals.org 72
IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308

Value stream mapping is drawn for the existing system by

3. METHODOLOGY following the following procedures.
Steps to use the value stream mapping tool
1. Selection of Product Family Step 1: Identify the product or service to map.
2. Current State Map Step 2: Draw the current value stream map.
Step-1 Calculate Takt Time Step 3: Assess the current value stream.
Step-2 Understand customer demand Step 4: Develop a Future State value stream map.
Step-3 Map the process flow Step 5: Develop a plan to implement the desired state.
Step-4 Map the material flow
Step-5 Map the information flow
Step-6 Draw the Time line
3. Future State Map
4. VALUE STREAM MAPPING OF CURRENT
STATE (CSM)

Customer Demand
KI-1 UNIT 300 pieces per day
Orders (Takt Time 1.5 minutes)
Orders
raw mateials from
customers
buyer

Ship
Schedule

Information Information Information Information

Information
transportation Transportation

Fabrics and Cutting Sewing and Washing finishing and Shippment section
storage assembly packing

3 days 2 days 1 days

4 days 2 days 2 days
Cycle Time 6 days Cycle Time 3 days Cycle Time 16 days Cycle Time 2 days Cycle Time 5 days Cycle Time 5 days
VA CT 2 days VA CT 2.5 days VA CT 11 days VA CT 2 days VA CT 4 days VA CT 3 days
NVA CT 4 days NVA CT 0.5 days NVA CT 5 days NVA CT 0 min NVA CT 1 days NVA CT 2 days

Total Cycle Time = 277.5 hr

Total VA Cycle Time = 183.75 hr
4 days 6 days 3 days 3 days 2 days 16 days 1 days 2 days 5 days 2 days 5 days Total NVA Cycle Time = 93.75 hr
2 days 2.5 days 11 days 2 days 4 days 3 days Lead Time = 51 days
WIP Time = 47 days
Total Distance =

Fig.1: Value Stream Mapping of Current State

The outcomes from Future State Value Stream Map are as WIP=47 day
follows:
Disadvantages in the current scenario
The Total Cycle Time =277.5 hr  More of in-process inventory.
Value Added Cycle Time =183.75 hr  Excessive setup time
Non Value Added Cycle Time=94 hr
Lead Time =51 days

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Volume: 05 Special Issue: 16 | ICRAES-2016 | Sep-2016, Available @ http://www.esatjournals.org 73
IJRET: International Journal of Research in Engineering and Technology eISSN: 2319-1163 | pISSN: 2321-7308

5. FUTURE STATE VALUE STREAM MAPPING (FSM)

Customer Demand
KI-1 UNIT 380 pieces per day
Orders (Takt Time 1.1842 minutes)
Orders
raw mateials from
customers
buyer

Ship
Schedule

Information Information Information Information

Information
transportation Transportation

cutting super sewing

vision supervision

line incharge

Fabrics and Cutting Sewing and Washing finishing and Shippment section
storage assembly packing

2 days 2 days 1 days

2 days 2 days
Cycle Time 6 days Cycle Time 3 days Cycle Time 14 days Cycle Time 2 days Cycle Time 5 days Cycle Time 4 days
VA CT 2 days VA CT 2.5 days VA CT 10 days VA CT 1.5 days VA CT 4 days VA CT 2 days
NVA CT 4 days NVA CT 0.5 days NVA CT 4 days NVA CT 0.5 days NVA CT 1 days NVA CT 2 days

Total Cycle Time = 255 hr

Total VA Cycle Time = 165 hr
2 days 6 days 2 days 3 days 14 days 2 days 2 days 1 days 5 days 2 days 4 days Total NVA Cycle Time = 90 hr
2 days 2.5 days 10 days 1.5 days 4 days 2 days Lead Time = 43 days
WIP Time = 41 days
Total Distance =

Fig.2: Future State Value Stream Mapping

The outcomes from Future State Value Stream Map are as REFERENCES
follows:
The Total Cycle Time =255 hr [1]. Dilip Roy And Debdip Khan, (2010) “Integrated Model
Value Added Cycle Time =165 hr For Line Balancing With Workstation Inventory
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Lead Time =43 days Engineering Computations.
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6. CONCLUSION
Application Of Value Stream Mapping In Automobile
Lead time is diminished with the application of VSM. The Industry: A Case Study “, International Journal Of
result is that the lead time is reduced from 51 days to 43 Innovative Technology and Exploring Engineering.
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Volume: 05 Special Issue: 16 | ICRAES-2016 | Sep-2016, Available @ http://www.esatjournals.org 74