Fakir Apparels Ltd

Lean project summary report

By BOK consultant：Peter Li
In Sep 2018
 1) Project scope

Lean process train from cut to sewing for 1 old floor and 1 new floor

Helicopter pickup buyer Factory owner(Middle) Project start meeting

 2) Cutting lean project

✓ Cutting project achievement1—Efficiency 28% improved

80.0%

70.0% 69.41%
65.73%
65.07% 65.55%
65.11% 67%
60.0% 61%
55.42% 56.00%
54.37%
53.01%
50.0% 49.06%
40.0%
S O N D J F M A M J J A S

11.Cutting Efficiecny (All Buyer)

裁剪效率（所有客户）

Project duration: Sep2017-Aug 2018

Efficiency improved from baseline 47.6% to average 61%, 28% higher.
 2) Cutting lean project

✓ Cutting project achievement02: manpower saved 32%, 18,172usd labor cost per month saved

Manpower saved: 575-391=184, 32%,

Wage cost estimate saved: 184 x 8000tk/81=18,172usd
 2) Cutting lean project
✓ Cutting project achievement03: layout and 5S improved

Old floor Old floor Old floor

Before improve

new floor
Old floor new floor new floor

After improve
 2) Cutting lean project
✓ Cutting lean process layout design for new floor
 2) Cutting lean project
✓ Effective morning meeting in cutting section
 2) Cutting lean project
✓ Cutting QC process improve

Step1

Step2

Capacity increased 38%

2) Cutting lean project
 2) Sewing lean project

1st converted one piece flow line （L70)efficiency track chart

(Nov 2017-Sep 2018)
首条单件流组L70效率跟踪图

90% 92.0%

84.0%
80% 79.0%
74.1% 74.0%
70% Target line目标线, 79.1%
66.0% 65.0%
60% 62.0%
60.0%
58.0% 57.0% Baseline(Aug-Nov)基准线, 63.3%
50%

40%
Dec
NOV

Jan

May
Mar

SEP
Feb

Jun

Jul
Apr

Aug
L70 Efficiency效率

Good performance in the last 3 months, overtake the target

 2) Sewing lean project
1st converted one piece flow line L70 performance
LINE# TYPE 13-Aug 14-Aug 15-Aug 16-Aug 18-Aug 19-Aug 30-Aug 1-Sep 2-Sep 3-Sep 4-Sep 5-Sep 6-Sep 8-Sep Average
L70 Lean line 89% 89% 89% 90% 83% 90% 83% 90% 91% 96% 90% 87% 94% 94% 90%
L86 Traditional line 52% 55% 60% 65% 39% 44% 67% 71% 72% 71% 57% 61% 68% 57% 60%
L112 Traditional line 65% 60% 68% 87% 37% 62% 48% 77% 65% 77% 78% 86% 80% 81% 69%

Same style (Richiee regualr hood) Efficiency comparison

(After 8 days running)
100% 96% 94% 94%
89% 89% 89% 90% 90% 90% 91% 90% 90%
90% 87% 87% 86%
83% 83% 81%
78% 80%
80% 77% 77%
71% 72% 71%
68% 68% 69%
70% 65% 65% 67% 65%
60% 60% 62% 61% 60%
60% 55% 57% 57%
52%
48%
50% 44%
39%
37%
40%

30%
13-Aug 14-Aug 15-Aug 16-Aug 18-Aug 19-Aug 30-Aug 1-Sep 2-Sep 3-Sep 4-Sep 5-Sep 6-Sep 8-Sep Average
L70 Lean line 89% 89% 89% 90% 83% 90% 83% 90% 91% 96% 90% 87% 94% 94% 90%
L86 Traditional line 52% 55% 60% 65% 39% 44% 67% 71% 72% 71% 57% 61% 68% 57% 60%
L112 Traditional line 65% 60% 68% 87% 37% 62% 48% 77% 65% 77% 78% 86% 80% 81% 69%

Lean line L70 is 29% efficiency higher than traditional line112, and efficiency is much more
keeping stable
 2) Sewing lean project
Project old floor overall efficiency

80%
76.0%
75.0% 74.0%
72.0%
70% 68.8% 70.0%
66.0% 66.6% 66.0%
64.3% 62.8%
60% 61.6% 61.0%

50%
SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP
Actual实际 61.6% 66.0% 61.0% 68.8% 64.3% 62.8% 66.6% 70.0% 72.0% 66.0% 75.0% 74.0% 76.0%
Target目标 63.5% 63.5% 64.1% 65.1% 66.7% 68.6% 71.1% 73.0% 74.9% 76.2% 77.5% 78.7% 79.4%

1. Factory Efficiency (Line:54-70)工厂效率（54-70组）

Baseline:63.5%, last 3 months actual average:75%, 18% improved

 2) Sewing lean project
Project new floor overall efficiency
80.0%
新厂各组效率趋势图LEED BUILDING EFFICIENCY TREND CHART
70.0%

60.0%

50.0%

40.0%

30.0%

20.0%

10.0% GSL01 GSL02 GSL03 GSL04 GSL05 GSL06 GSL07

GSL08 GSL09 GSL10 GSL11 GSL12 GSL13 Average
0.0%
2018_3 2018_4 2018_5 2018_6 2018_7 2018_8 2018_9
GSL01 49.0% 59.0% 67.0% 63.0% 67.0% 63.2% 63.3%
GSL02 50.0% 48.0% 61.0% 43.0% 51.0% 42.7% 37.8%
GSL03 35.0% 52.0% 47.0% 36.0% 56.0% 43.0% 68.6%
GSL04 33.0% 38.0% 57.0% 47.0% 48.0% 39.2% 51.2%
GSL05 39.0% 44.0% 53.0% 50.0% 56.0% 55.4% 59.1%
GSL06 33.0% 44.0% 42.0% 37.0% 45.0% 47.3% 45.6%
GSL07 32.0% 42.0% 34.0% 55.0% 43.9% 50.7%
GSL08 18.0% 32.0% 44.0% 42.0% 54.3% 57.4%
GSL09 35.0% 35.0% 29.0% 43.0% 46.7% 48.6%
GSL10 33.0% 32.0% 43.0% 48.6% 55.8%
GSL11 34.0% 29.0% 34.0% 48.6% 67.4%
GSL12 31.0% 45.5% 59.9%
GSL13 32.0% 42.2% 59.2%
Average 39.8% 41.1% 45.7% 40.4% 46.4% 47.7% 55.7%
2) Sewing lean project

98.0%
97.0% 96.80%
96.55% 96.53% 96.43%
96.0% 96% 96.11% 96% 96%
95.70%
95.34%
95.0%
94.56%
94.0%
93.0%
92.0%
S O N D J F M A M J J A S
Actual实际 94.56%96.55% 96% 96.80%96.53%96.11%96.43%95.70%95.34% 96% 96%
Target目标 95.0% 95.0% 95.3% 95.5% 95.5% 96.0% 96.0% 96.0% 97.0% 97.0% 98.0% 98.0% 98.0%

6. Cut To Ship Ratio (All Buyer)

出货数/裁剪比率（所有客人）

Baseline: 95% actual average: 96%， 1% improved

Lean sewing production helped the faster style close, and can ship more
quantity.
FOB income per month increased about=
Monthly order x Unit FOB x1.7%=4,000,000 x 4.8x1%=192,000usd
2) Sewing lean project

11.0%
10.0% 10.32%

9.0% 9.18%
8.0% 8.04%
7.57%
7.0% 7.23% 7.21%
6.48% 6.69%
6.0%
5.69% 5.99% 5.92%
5.0%
S O N D J F M A M J J A S
Actual实际 9.18% 8.04%10.32%5.69% 5.99% 6.48% 5.92% 6.69% 7.23% 7.21% 7.57%
Target目标 10.1% 10.0% 9.9% 9.7% 9.4% 9.1% 8.8% 8.5% 8.3% 8.1% 7.9% 7.7% 7.6%

2. DHU- Defect Per Hundered (Line: 54-70)返功率（54-70组）

Baseline: 10.1% actual average: 7.1%， 29.7% improved

2) Sewing lean project

10
8
6 6.0
5.26
4 4.18
3.11 3.17 2.75 2.6
2 2 2.25 2.68 2.70 2.6

0
S O N D J F M A M J J A S
Actual实际 6.0 5.26 4.18 3.11 3.17 2 2.25 2.68 2.70 2.6 2.75 2.6
Target目标 5 5 4.95 4.9 4.8 4.7 4.55 4.35 4.15 4 3.9 3.8 3.75

13.Change Ove rtime (Unit 9 & 10)-hrs

换款时间-小时

Baseline: 5 hrs,actual average: 3.3Hrs， 34% improved

2) Sewing lean project

80000
76010
70000 71015 72965
60000 60466 58759 60215
55756 54377
50000 52694 51359 50099
46938
40000
30000
S O N D J F M A M J J A S
Actual实际 60466 71015 72965 76010 55756 54377 52694 46938 51359 58759 60215 50099
Target目标 31344 31344 31657 32128 32911 33852 35105 36046 36986 37613 38240 38867 39180

14.Daily AVG FOB earning from Floor (Unit 9 &10) 每

天平均FOB收入（9-10单元））

Baseline: 31344 ,actual average: 59221，89% improved。

Baseline ?
2) Sewing lean project

2.2
2
1.8
1.72 1.72 1.68 1.68 1.68 1.68
1.6 1.65 1.65 1.6 1.6 1.65 1.65
1.4
1.2
1
S O N D J F M A M J J A S
Actual实际 1.72 1.72 1.68 1.68 1.68 1.68 1.65 1.65 1.6 1.6 1.65 1.65
Target目标 1.97 1.94 1.91 1.88 1.84 1.8 1.77 1.73 1.7 1.67 1.64 1.61 1.6

5.MMR- Machine Man Ratio (Cut-fin)

上机率（裁-包）

Baseline: 2 ,actual average: 1.66，17% improved。

 2) Sewing lean project

Lean sewing floor QC manpower saving

Before After Saved

QC : Sewing line worker = 1:10 QC : Sewing line worker =1:20 (Leed building) 50%

(2 Process QC+2 endline QC for

sewing line with about 40 workers) QC : Sewing line worker =1:13 (Unit9&10) 23%
2) Sewing lean project

Layout and 5S before improved

2) Sewing lean project

Layout and 5S after improved

(15 lines in old floor and 13 lines in leed building converted as schedule
2) Sewing lean project

Leed building sewing floor breaktime exercise train

2) Sewing lean project

Manual for Leed building set up

 2) Sewing lean project

✓ 14 lean conveyor sewing line process layout design for new floor
 2) Sewing lean project
✓ Train done

Lean Production basic

3P train One piece flow train
concept

Lean awareness Motion economic

principle

How to manage conveyor How to practice line How to manage basket

line balance push line
 2) Sewing lean project
✓ Guideline made

Plan acurancy guideline

Style fast changeover
guideline Daily management work for
basket push line

DHU improve guideline Daily management work for

conveyor line

Cut-ship improve
NPT improve guideline guideline
 2) Sewing lean project
✓ Program made

Score evaluation for line supervisor

Score evaluation for leed （IE pause it due to the concern of maybe conflict
building workers with other KPI)
（Only individual eff. Socre
implemented)

Mobile worker team set up Target achieve motivation program

（10 workers with multi-skill selected, but （Achieve rate report have, but motivation not
test fail, need further train & practice) implemented yet)
 THE END
Thank you attention!

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