Keywords: - Value Stream Mapping, Cycle Time, Production Process, Wastages, Bottleneck Operation

PROCESS MAPPING OF CAD & CUTTING DEPARTMENT FOR PROCESS STANDARDIZATION AND WASTE ELIMINATION
ABSTRACT
“Process improvement” means making things better. However, when we engage in true process
improvement, we seek to learn what causes things to happen in a process and to use this knowledge to
reduce variation, remove activities that contribute no value to the product or service produced, and
improve customer satisfaction. Process Improvement means examine all of the factors affecting the
process: the materials used in the process, the methods and machines used to transform the materials into a
product or service, and the people who perform the work. Lean Production Starts from the argument that
adding value and reducing waste are the key goals of any business. But for many stills, the teething pains
of change and a steep climb are too much bear and Sustain. Organization may contain with a number of a
weak points in it which makes them difficult to achieve the promised gains for the efforts they put in it.
Process mapping (PM) is a lean manufacturing technique and it has emerged as the preferred way to
support and implement the lean approach. Process mapping is different than conventional recording
techniques, as it captures the information at individual stations about station cycle time, uptime or
utilization of resources, setup time, WIP inventory, manpower requirement and the information flow from
raw material to finish goods. This Paper details the use of the Process mapping in reducing waste in
manufacturing Company. With a Case study in a one of the Shirt manufacturing industry, the production
process path is visualized by mapping the current state Process map. After tracking the entire process,
wastage affecting the cycle time are identified and its causes analyzed. A Future state Process map is
developed and improvement ideas are suggested. With the suggested improvement ideas the cycle time is
expected to be shortening from 2700 minutes to 2340 minutes, representing 15% reduction. Process
mapping is proved as a useful technique to minimize the cycle time and increase the Production.
Keywords: - Value stream mapping, cycle time, Production Process, wastages, bottleneck Operation.
NATIONAL INSTITUTE OF FASHION TECHNOLOGY Page 1

CONTENTS
Sr. No. Title Page No.

1 Abstract 1
2 Introduction 3
3 Background 7
4 Problem Statement 7
5 Objective 8
6 Review of Literature 9
7 Research Methodology 22
8 Report Study Analysis
8.1.1 CAD Department 23
8.1.2 CAD Objective 24
8.1.3 SLA's 25
8.1.4 ICSI 26
8.1.5 KPI 27
8.1.6 SIPOC 28
8.1.7 Level 2 Consolidate 30
8.1.9 Benchmarked Processes 40
8.1.10 Proposed Level 2 41
8.1.12 Summary 45
8.2.1 Cutting Department 46
8.2.2 Cutting Objective 46
8.2.3 SLA's 47
8.2.4 ICSI 48
8.2.5 KPI 49
8.2.6 SIPOC 50
8.2.9 Benchmarked Processes 83
8.2.12 Summary 90
9 List of Improvements 92
10 Research Limitations 108
11 Research Conclusion 108
12 References 109

INTRODUCTION
Lean manufacturing is a set of tools and methodologies that aims for the continuous elimination of all
waste in the production process which is a system for improving productivity and product quality.
Laconically more value with less work.
Lean manufacturing is a manufacturing philosophy that shortens the time between the customer order and
the product build or shipment by eliminating sources of waste. Another way of looking at lean is that it
aims to achieve the same output with less input- less time, less space, less human effort, less machinery,
less material, less costs. Japanese manufacturers’ re-building after the Second World War was facing
declining human, material and financial resources. The problems they faced in manufacturing were vastly
different from their Western counterparts. These circumstances led to the development of new and lower
cost manufacturing practices. Early Japanese leaders such as the Toyota Motor Company’s Eiji Toyoda,
Taiichi Ohno and Shigeo Shingo developed a disciplined, process-focused production system which is
known as the “Toyota Production System”, or “Lean Production”. The objective of this system was to
minimize the consumption of resources that added no value to a product. [1]
The cutting department of a garment manufacturing factory supplies the cut panels required for the
production modules. Therefore, the cutting process is one of the main value adding processes in a factory.
There are several functions in a cutting department such as fabric laying, cutting and bundling of cut
panels. Time taken for laying, cutting and bundling can be considered as cutting process time. Cutting and
laying methods are similar in most of the garment manufacturing factories but different cut panel bundling
methods are used. Time taken for manual fabric laying and manual fabric cutting are considered as
cutting process time in the research. Bundling time is not taken into account because of the large number
of methods available and the time limitations do not permit studying all the available methods. Among the
manual fabric cutting methods available in the industry cutting stationary lays using the straight knife and
manual one way fabric laying is only considered as cutting process time when developing the
methodology. Proper calculation of cutting process time is important for accurate lay planning and
thereby to reduce lead time and cost involved in the cutting process. The main objective of the research is
to develop a methodology to calculate cutting process time of garments. [2]
At present in the garment industry cutting process time is calculated using analytical estimating and
mainly based on management decisions. Based on this calculated cutting times of garments lay planning

and costing for the cutting process is done. This value has to be accurate because otherwise lay plan will
not tally with the plan of the production department. Then the cutting department will be unable to provide
the required cut panels to the production modules in time. It is important to have an accurate system to
calculate cutting process time in order to have a smooth flow of the work in the cutting department and
also in the production department. It is difficult to calculate the efficiency level of operators in the
cutting department due to non- availability of accurate values for cutting times for garments. Currently in
the industry, incentives are not given to cutting operators based on their actual efficiency levels due to
lack of a proper system to calculate cutting times. Therefore when it comes to developing incentive
schemes for cutting operators knowing accurate values for cutting time is important. Further the through-
put time of the cutting department is calculated using analytical estimating. Having an accurate system to
calculate the cutting process will be useful for costing as well.
Most of the garment factories implement lean manufacturing to develop their processes. Reducing work in
progress by on time delivery is one area that they focus on under the lean concepts. In the future most
cutting departments are trying to achieve online cutting processes. For that purpose, knowing accurate
values for cutting time of garments is important. There are many cutting machineries available in the
industry. Cutting equipment can be broadly categorized as automatic cutting equipment and manual
cutting equipment. Band knife, straight knife falls under manual cutting equipment and automatic cutting
blades, laser cutters fall under automatic cutting equipment. Similarly fabric laying can be divided into
two sub categories as semi automatic laying machines and manual laying. [3]
The world is changing quickly, consumer expectations are high, and companies must be quick to adapt if
they are to survive and thrive. Organizations need proven concepts for reducing lead time and the tools to
do so if they are to remain competitive. Lean development is one such tool. Reductions in manufacturing
lead time can generate numerous benefits, including lower work-in-process and finished goods inventory
levels, improved quality, lower costs, and less forecasting error. More importantly, reductions in
manufacturing lead 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.

Why Process Map?

Process maps are an effective way to identify constraints and bottlenecks, rework (activity required to
correct situations that could have been avoided) and unnecessary process steps (duplication, waste and
error). It is unlikely that any one member of staff will fully understand the whole service until the process
has been mapped. Process mapping is the single most useful diagnostic tool for determining where
problems lie. The process map must always depict the total number of steps taken, as well as the total
number of people involved, the total time taken to perform the process step, and all documents used.
How to Process Map

The first step is to get the staff together and map the process at a high level. Choose clearly defined start
and end points. When mapping the process, it is important to identify and concentrate on the high volume
runner groups. At this stage a quick mapping exercise by a few staff may be useful to determine who will
be involved in a more detailed mapping exercise. It is essential to have representatives of all staffing
groups involved in the process at the main mapping exercise, and a quick high level map will help ensure
no staff group is forgotten.
You might find it useful to use “post-it” notes to capture the information, this way they can be rearranged
as the exercise progresses and the patient journey emerges. They need to capture information at the level
of one person, one place and one time. Arrange the post-its to ensure they capture the entire process,
including hand-offs, multiple staff, changes in location, loops and parallel processes.
A process is a series of steps or actions performed to achieve a specific purpose.
• A process can describe the way things get done.
• Your work involves many processes. A pictorial representation of the sequence of actions that comprise
a process. It provides an opportunity to learn about work that is being performed.
• Dr. Myron Tribus said “You don’t learn to Process Map, You Process Map to learn”
• Most processes today are undocumented. Document processes.

– Provide a reference to discuss how things get done.
– Describe and understand the work we do.

• Analyze and improve on processes.

– Identify of areas of complexity and re-work.
– To generate ideas for improvement.
– Illustrate process improvements.
• Assemble the Team.
• Agree on which process you wish to process map.
• Agree on the purpose of the process.
• Agree on beginning and ending points.
• Agree on level of detail to be displayed.
• Start by preparing a narrative outline of steps.
• Identify other people who should be involved in the process map creation, or asked for input, or to
review drafts as they are prepared. Process Map what is, not what you would like the process to be.
• Process Mapping is dynamic. Use Post-it notes, dry erase markers, pencil, etc.
• All Process Maps must have start and stop points. Process Map the method that is used to obtain
approval to attend conferences

BACKGROUND
Identified problems during process mapping of the CAD and Cutting departments were:
 Decrease in Productivity due to increase in manufacturing lead time.

 Problems are identified in department in terms of non value adding activities.
 Excessive movements and handlings allow damage and lead to reduction in quality.
 To reduce the lead time by using Value Stream Mapping. (5)
 Understanding the internal value stream is critical both to serving the needs of the customer and to
improve the efficiency of the value stream.
 Grab the opportunity in development in simple changes to the value stream.
 Reduce the chances of reoccurrence of past errors.
 It is possible to test the hypothesis about which changes will produce the best result.
 The company wants to develop its own way of manufacturing, and for that it needs to standardize the
process of manufacturing in its al unit and for that we need to identify and eliminate the unnecessary
activities being carried in different units.
PROBLEM STATEMENT
No standardization in the current process flow among the units of the factory that takes more time for
product delivery.

OBJECTIVE
 To standardize and improvise the working of Cad & Cutting department by identifying,
eliminating and controlling non- valued added activities.
SUB-OBJECTIVES
 To eliminate NVAs
 To reduce the throughput time.
 To identify variations in processes to benchmark the processes of core departments

REVIEW OF LITERATURE
VSM is a pencil and paper tool, which is created using a predefined set of standardized icons (Rother and
Shook, 1999). In recent years, huge literature has extensively documented the implementation of lean
philosophy into various manufacturing sectors, but very few have addressed the garments environment.
Lean manufacturing has received ample attention in academic literature and practical performance, from
how the lean production concept was formulated and disseminated (Browning and Heath, 2008) until
recent comprehensive literature review (Shah and Ward, 2003, Soderquist and Motwani, 1999 and
McDonald et al 2002). This research addresses the confusion and inconsistency associated with “lean
production”. They attempted to clarify the semantic confusion surrounding lean production by conducting
an extensive literature review using a historical evolutionary perspective in tracing its main components.
They identified a key set of measurement items by charting the linkages between measurement
instruments that have been used to measure its various components from past literature, and using a
rigorous, two-stage empirical method and data from a large set of manufacturing firms, they narrow the
list of items selected to represent lean production to 48 items, empirically identifying 10 underlying
components. In doing so, they made map the operational space corresponding to conceptual space
surrounding lean production. Configuring theory provides the theatrical underpinnings and helps to
explain the synergistic relationship among its. In them, a common topic appears, that is, the need to
explore the implementation and performance relation-ship with a practical focus and with a definition of
the context because the results depend on the manufacturing environment. We affirm that it is not possible
to define the context without including the product and the manufacturing process, at least from an
operational and technological perspective. In this sense, a real and detailed case study provides the
sufficient items to evaluate the implementation and under what conditions, allowing the benchmarking
between practical of companies. It is possible to find analysis of case studies about steel production
(Liker and Mier 2006), forging processes (Pavnaskary et al 2003), aircraft manufacturing (Browning and
Heath, 2008), or assembly lines of vehicles (Shah and Ward, 2003); although the last one has been studied
deeply, some criticisms can be found in the literature due to lack of resulting data (Browning and Heath,
2008). Their methodology is similar, using lean tools, and they are adapted to the study variables, but the
improvement point and the results achieved are different. Furthermore, in line with Milterburg
(Miltenburg, 2001) (Bamber and Dale, 2000), how an implementation can be done is a subject that
benefits from research. In addition, “a line of interesting researches is one that follows real one-piece flow
production systems over time to learn what problems are most difficult at different points in time, how

these problems are solved” (Bamber and Dale, 2000). An assembly line comprises a sequence of
workstations through which a predefined set of tasks are performed repeatedly on product units while they
are moving along the line. It was originally developed to support mass production of single homogeneous
standardized com- modify to gain a competitive unit cost. As a consequence of just-in-time (JIT)
implementation, manufacturers aim to achieve continuously improved productivity, cost, and product
quality by eliminating all wastes in their production systems. However, the straight line cannot fully
support the adoption of JIT principles to manufacturing especially in the utilization of multi-skilled
operators. Hence, such companies as Allen-Bradley and GE have replaced their traditional straight lines
with U-shaped production lines, called U-lines hereafter. It was suggested a hierarchical structure in their
research to model the design process of a lean production system, which consisted of design parameters
and process variables (Houshmand and Jamshidnezhad, 2006). They also asserted about the generic nature
of this architecture. VSM means working on the big picture not on the individual processes and improving
the whole flow but not just optimizing the process, which facilities more thoughtful decisions to value
stream mapping. VSM is prescribed as part of the lean toolkit and has been applied in a variety of
industries. We have also introduced 5S. 5S is needed to stabilize the process and reduce the much non
value activities. TPM is a tool for achieving the above-mentioned goal. Like Lean, it requires employees’
involvement in all levels throughout the organization (Houshmand and Jamshidnezhad, 2006). Lean goals
are not achievable without reliable machinery and processes, on the other hand, TPM (Total Productive
Maintenance) is more effective in Lean driven enterprises. Main focus on the relationship between Lean
and TPM, by comparing their goals and principles as well as how Lean and TPM can strengthen each
other’s results in order to reach sustainable growth of the organization. Merging the benefits of two well-
known methodologies, Lean Thinking and Total Productive Maintenance, "Lean TPM" shows how to
secure increased manufacturing efficiency. Based on their experience of working with organizations that
have successfully achieved outstanding performance, McCarthy and Rich provide the tools and techniques
that convert strategic vision into practical reality. "Lean TPM" accelerates the benefits of continuous
improvement activities within any manufacturing environment by challenging wasteful working practices,
releasing the potential of the workforce, targeting effectiveness and making processes work as planned. It
unites world-class manufacturing, Lean Thinking and Total Productive Maintenance (TPM). It shows how
to achieve zero breakdowns. It optimizes processes to deliver performance and new products efficiently. It
delivers benefit from continuous improvement activities quickly. "Lean TPM" provides a single change
agenda for organizations. It will help to develop robust supply chain relationships and to optimize the

value generating process. Supported by an integrated route map and comprehensive benchmark data, this
book enables engineers, technicians and managers to explore this potent technique fully. It unites the
concepts of world-class manufacturing, Lean and TPM. It shows how to accelerate the benefits gained
from continuous improvement activities. It includes an integrated route map for Lean TPM, including
benchmark data. [6]
Lean Manufacturing (LM) is defined as systematic approach to identify & eliminate the process wastages
through continuous improvement (S S Mahapatra et al). Lean is the Pull based lean manufacturing.
Manufacturing approach, also known as the Toyota Production system, which was established in 1970’s
by Taichi ohno and shigeo shingo at Toyota Motor company (Rajab Abdullah hokoma et al.2010). This
results in an integrated and efficient manufacturing environment (Mc Muller Patrict R). Lean has been
developed and defined as SENTHİL KUMAR, SAMPATH / International Journal of Lean Thinking
Volume 3, Issue 2 (December 2012 elimination of waste (Womack et al 1990). In Lean Philosophy,
“value” is determined by customer point of view. It means what the customer is willing to pay for, what
creates value for the product which the customer is getting. So lean always Optimize the manufacturing
process from the customer point of view. Value stream mapping towards the Value added and non value
(NV) added activity is very much essential for manufacture a product from raw material to finished
product(Rother and Shook1999).With this understanding we can find out the way to minimize the non
value added activity towards the value chain instead replacing the useful value added activity .In a Lean
organization people try to minimize the NV continuously (Womack and Jones 1996; McDonald et al.
2000) .Cellular layout divides the manufacturing facilities small groups called cells which will be
exclusively utilized for specific task (Nicoletti et al., 1998). A cell contains of equipment and work
stations that are arranged to maintain the smooth of product without much of waiting time (Farwaz A
Abdulmalek et al). The advantage of this cell based layout is to achieve the Single piece flow and other
benefit of implementing the cellular layout is to improve the quality of the product, minimize the WIP,
reduce the throughput time reduce the setup time and improve the productivity (Burbidge,1979).In
addition to this the cellular layout will minimize the material movement between the production process
(Thomopouus,1986) and create better human relation among the members in the cell( Richard et
al,2003).[7]
Some important terms related to process mapping:

A. Lead Time: 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.
B. Lean Manufacturing: Lean manufacturing is a manufacturing strategy that seeks to produce a high
level of throughput with a minimum of input. Lean thinking changes the focus of management from
optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and
services through entire value streams that flow horizontally across technologies, assets, and departments to
customers. The term lean manufacturing is created to represent less human effort in the company, less
manufacturing space, less investment in tools, less inventory in progress, and less engineering hours to
develop a new product in less time (cited from Tinoco, 2004).
C. Value Stream Mapping: Value Stream Mapping (VSM) is a visualization tool oriented to the Toyota
version of Lean manufacturing (Toyota Production System). It helps people to understand and streamline
work processes and then apply certain specific tools and techniques of the Toyota Production System .The
value stream mapping process will likely reveal that a significant amount of non-value-added activities are
present in your current processes. These activities consume financial and human resources and make
longer lead-time without adding value. However, some of these activities are really necessary in the
process; therefore the idea is to minimize their impact. Value-stream mapping can be a communication
tool, a business planning tool, and a tool to manage company change process. Creating a value stream map
will allow the company to document current production lead time, inventory levels, and cycle times in
order to determine the ratio of value- added to total lead time of the product family being analyzed,
creating a vision of an ideal value flow. The creation of a VSM is divided into five basic steps:
1. Identify the product.
2. Create a current VSM
3. Evaluate the current map, identify problem areas.
4. Create a future state VSM.

5. Implement the final plan.
D. 5S: The 5S philosophy focuses on effective workplace organization and standard work procedures. It is
based on five Japanese words that begin with S. 5S simplifies your work environment, reduces waste and
non-value activity while improving quality efficiency and safety.
E. Single-Minute Exchange of Die (SMED): Single-Minute Exchange of Die (SMED) is one of the
many lean production methods for reducing waste in a manufacturing process. It provides a rapid and
efficient way of converting a manufacturing process from running the current product to running the next
product. The phrase "single minute" does not mean that all changeovers and startups should take only one
minute, but that they should take less than 10 minutes (in other words, "single-digit minute").
F. Kanban: KANBAN, a technique for work and inventory release, is a major component of Just in Time
and Lean Manufacturing philosophy. Kanban stands for Kan- card, Ban- signal. It is used in
manufacturing to mean a visual signal that tells when it is time to get or make more of something. Within
this system, workstations located along production lines only produce/deliver desired components when
they receive a card and an empty container, indicating that more parts will be needed in production.
Kanban provides a simple and understandable process. It passes quick and precise information. There are
low costs associated with the transfer of information. It provides quick response to changes. There is a
strict limit of over-capacity in processes. It avoids overproduction. It minimizes waste. Full control can be
maintained. There are three types of kanban. They are 1. Raw Material Kanban – tells suppliers when to
send how much of a particular item to a particular place. 2. In-Process Kanban – determines the amount of
WIP (Work in Process) that can be kept between any two operations in a process. 3. Finished Goods
Kanban – determines the amount of a product to be kept on hand at any given time. Removal of material
from the Finished Goods Kanban acts as a signal for more of that product to be manufactured.
G. Total Productive Maintenance: TPM is a maintenance process developed for improving productivity
by making processes more reliable and less wasteful. The objective of TPM is to maintain the plant or
equipment in good condition without interfering with the daily process. It was originated in Japan in 1971
as a method for improved machine availability through better utilization of maintenance and production
resources.

Lean uses practically proven tools and techniques to systematically implement these Lean principles. If
these are correctly applied, it will bring improvements to quality, cost and delivery of the final product.
Those tools help in implementing, monitoring, and evaluating Lean efforts and its results. On the other
hand if these were used without proper understanding, it can spoil Lean efforts in one’s organization. One
of very important tool is Process Mapping. In the following section a brief description of Process Mapping
is presented. Process Mapping is one of the most powerful Lean tools for an organization wanting to plan,
implement and improve on its Lean journey. The car manufacturer Toyota was the first company to use
Process Mapping techniques to implement Lean concepts and tools. It is a graphical tool which is created
using a predefined set of standardized icons that helps the organization to see and understand the flow of
material and information as the product goes along different stages. After drawing the value stream it
helps the organization to differentiate value adding activities from non- value adding activities (the current
condition) and identify kaizen opportunities. The real benefit is, it gets the company away from isolated
point kaizen and builds towards a true system based on the flow of materials and information across the
entire value stream (Liker and Meier, 2007). By practicing Process Mapping, the organization can
streamline its business processes and achieve the goal of eliminating wastes remarkably.
There are four stages of implementing the Process Mapping technique.
1. Identify what product or family of products to be mapped.
2. Draw the current stage of the processes (current Process Mapping).
3. Identify where the improvements can be done to eliminate waste.
4. Draw and implement the future Process Mapping.
Benefits of Process Mapping approach:
 Helps to see linked chain of processes and to envision future Lean value streams.
 Provides a common language and understanding so that everyone has the same vision. ,
 Integrates material and information flows.
It is desirable to start the Lean journey by drawing the current Process Mapping. Otherwise the rest of
process will be useless. This technique is usually a management lead initiative. In order to create an
accurate Process Mapping, a company must engage their line workers in drawing the value stream.

After drawing the future Process Mapping, an implementation plan is drawn. It can be used as a reference
when employing other Lean tools and techniques. This plan identifies each activity that requires achieving
future state, the responsible persons and the due date. The end result is usually a company with least
amount of waste with maximum productivity.
Flowcharts show people what their jobs are and how they should interact with one another as part of
process. Everybody should be able to see from the chart what their job is and how their work fits in with
the work of others in the process.
Processes are simply sequences of actions designed to transform inputs into outputs. For instance, baking
a cake will involve taking various ingredients (inputs) and producing the cake (output) using the recipe
(process), Similarly, the steps required to deal with a prosecution file from receipt to disposal will involve
a process, or series of processes.
Process mapping is an exercise to identify, within a diagram, all the steps and decisions in a process.
Process mapping ‐
 Describes the flow of materials, information and documents;
 Displays the various tasks contained within the process;
 Shows that the tasks transform inputs into outputs;
 Indicates the decisions that need to be made along the chain;
 Demonstrates the essential inter‐relationships and interdependence between the process steps; and
reminds us that the strength of a chain depends upon it's weakest link
There are many different types of chart, each designed to capture particular aspects of work. However, for
the purposes of this guide we concentrate on two of the most common techniques –
 Flowchart or Outline Process Map – which provides a basic ‘birds eye’ view of all the actions
undertaken; and
 Deployment Charts – which not only provide the basic overview above but also indicate where or
by whom the actions are performed.
It is important to remember that although there are many types of chart and numerous charting
conventions, you should not be drawn into a technical maze. Make the charts work for you and keep
them as simple as you possibly can. The primary objective is to make the chart as clear as possible, so

that the process under review can be readily understood and improvements identified by almost anyone,
even someone unfamiliar with the process.
Why process map?

Making system changes without truly understanding how the process is working today, and why, can lead
to costly mistakes. It can also create 5 conditions that make it difficult for staff to work effectively, and
often create further problems.
If you do not measure a process, you will not be able to manage it effectively and if you cannot manage a
process, you cannot improve it.
It has been estimated that people working in organizations can waste about 15 – 20% of their time by
re‐doing things that are wrong, chasing things without result, querying incomplete instructions, doing
other people’s jobs and so on.
Process mapping enables us to clearly define the current processes in chart form, identifying problem
areas such as bottlenecks, capacity issues, delays or waste. Once identified, this knowledge provides a
solid basis from which to develop solutions and introduce and plan new improved processes.
Process mapping enables an organization to:
 Establish what is currently happening, how predictably and why;
 Measure how efficiently the process is working;
 Gather information to understand where waste and inefficiency exist and their impact on the
customer or partners;
 Develop new improved processes to reduce or eliminate inefficiency.
CONSTRUCTION OF PROCESS MAPS
Types of Process Map

There are two basic types of chart that you may find useful:
Process Flowchart
This chart simply sets out the sequence of activities and decision points. These are useful for capturing the
initial detail of the process. Labels showing the grade/level of staff doing each step can be added if
required.

Deployment Flowchart
This shows who does what along with the interactions between people and departments (e.g. between case
preparation staff and witness warning staff or possibly between Police and CPS). This is sometimes
known as a “swim lane” chart as the page is divided into lanes showing the various actions and how the
process moves from person to person, or agency to agency.
Preparation for Process Mapping
a) Involve those who are familiar with the process. All the following could potentially be involved:
 Those who DO the work
 The SUPPLIERS to the process
 The CUSTOMERS of the process
 The SUPERVISORS / MANAGERS of the process
b) It is essential to involve operational staff in any process mapping exercise. Only by asking the people
who do the work will you be able to effectively capture the information required. There may be some
suspicion from staff about the ultimate aims of a process improvement exercise and how change will
affect individuals. Communication and openness about the exercise, its aims and expected outcomes is
therefore critical in reassuring staff and securing cooperation.
c) Assemble a small team ideally comprising representatives from ALL agencies or sections involved in
the exercise, which have a good overview of the processes under examination. Key points to ensure are
that:
 Terms of reference are agreed and clearly understood by all participants – what are we trying to
achieve with this work?
 sufficient time is provided to do the job properly – set sensible deadlines
 There is clear, visible Management commitment and support to the exercise
 All staff are made aware of the exercise, terms of reference and likely impact on them, together
with an invitation to contribute or voice any particular anxieties
 Team members receive some basic guidance on process mapping/charting techniques

 Any available IT “experts” are utilised where required. Staff with good IT skills can assist in
drawing up charts from handwritten drafts using either software charting packages or MS EXCEL.
d) If necessary “sell” the benefits of the process mapping exercise. Staff, supervisors and managers will
need to be assured that the process mapping exercise will help them to work SMARTER rather than
HARDER by enabling them to:
 Learn more about their processes by pooling their knowledge and working together to
improve/adapt them
 Work out how to do their jobs to a consistently high standard without procedures being forced on
them from above
 Visualize various kinds of changes likely to produce improvement
 Focus on the most troublesome aspects of their processes
 Demonstrate where processes fit into the overall system
 See where they as individuals fit into the overall system and to recognise their internal customers
and suppliers
 Explain simply and easily the nature and detail of the processes to interested parties and new staff
 Identify any existing (and new) skills needed by those involved in the process
 Effectively help to plan implementation of proposed changes
e) Select and define the limits of the study

 Where will the study start and finish? For example, for the police START might be the receipt of a
file from the OIC or the charging of a prisoner by CPS and END might be handing a final file to
the CPS after review and rectification.
f) All parties should be clear and agree on what they wish to achieve through a process mapping exercise.
It is unlikely that time and resources will permit a detailed examination of everything, and it may be
sensible to identify key processes and concentrate on those.

Gathering information
a) If more than one agency or organization is involved in the exercise, try to have a member of the
OTHER agency who is familiar with the process under consideration present during process mapping
sessions. This will give the other agency a 'hands on' practical understanding of your process and will
hopefully; facilitate future stages when considering combined or improved processes. It can also be useful
to have the “blindingly obvious” question posed by someone not too close to the process.
b) Observe the process in operation and talk to the staff involved. Walk through the process in sequence,
asking how the work gets done. Try to obtain a clear overview without too much fine detail at this stage. If
it proves difficult to get people to think sequentially it may help to ask the following types of questions at
various steps in the process:
 What do you receive which prompts you to carry out your work?
 Where does your work come from? (Your SUPPLIER)
 What do you do with it?
 Where do you send your output? (Your CUSTOMER)
 What form does that output take? (This output then becomes the input for the next box (process
step) in the flowchart
c) Roughly and simply sketch the Process (without too much detail) describing the sequence of tasks and
decision points as they actually happen. The sketch should indicate:
 WHO does WHAT (Job title / Function e.g. Level A1)
 WHAT is done and WHEN
 What DECISIONS have to be taken and
 What possible paths follow from each decision
d) It can be helpful to use 'POST‐IT' notes on a large whiteboard (or just stick them on the wall!). Each
note can represent a 'step' in the process and save a lot of pain when it comes to re‐shuffling the sequence
to get it right!
e) Draw the flowchart initially to represent the operation, as it actually happens ‐ NOT what you might
prefer it to be! Use a flip chart or whiteboard to produce your initial charts.

f) Keep it simple to facilitate broad understanding of the OVERALL process. Too much detail early on
can be overwhelming and/or lead to confusion. If you agree that more detail is required on a particular
action, it is easy to highlight that box and produce a separate chart showing the process taking place
within.
g) Leave the flowchart on the board / wall if possible. This enables reflection and re‐thinking between
meetings. Continue until consensus is reached. Rarely is the flowchart complete without re‐work.
h) When you have an agreed final product it is time to document your work. There are numerous
flowcharting packages available on the market such as “Visio”. Alternatively software such as Excel or
PowerPoint can also be used to draw flowcharts.
Constructing a Process Flowchart
a) Try to lay the sequence out by working in a downward direction rather than across. This will help later
if you want to convert your process chart to a ‘deployment flowchart'.
b) Having thought through the main 'steps' of the process, flowchart them in sequence as they are
performed using rectangles for 'tasks' and diamonds for ‘decisions’. Use connecting arrows between boxes
to represent the direction of the sequence.
c) Concisely describe each task or decision in it's own box. You may sometimes wish to number (some of)
the boxes and provide a key to where the activity is described in more detail.
d) If the process includes decision points, this will normally imply some 'return routing' causing some
boxes to have more than one input. In the example below the “return routing” or “loops” indicate an
inefficiency or waste.
e) Decisions often (but not always) pose questions answerable by YES or NO. It can be convenient to
structure the questions so that the preferred answer is 'YES' whereas 'NO' leads to re‐routing etc. In our
example on the next page the most efficient process takes the form of a straight line down the page.

f) It is generally useful to map:

- The 'YES' route out of the bottom of the diamond (i.e. normal flow downward through the chart)
- The 'NO' route as a line out of the side of the box
PROCESS IMPROVEMENT
Critical Examination
Having selected and recorded key processes, the next stage is to critically examine them and develop new
processes where necessary. This may well take the form of combining.
In many instances the thoughts and discussions required to chart existing processes will lead to easy
identification of improvements. These should be noted and retained for the improvement stage. Many
improvements will “leap off the page” once an existing process is charted.
Analyzing your process maps in a structured way, known as Critical Examination, can identify process
improvements. This basically involves the use of primary questions – WHAT, HOW, WHEN, WHERE,
and WHO. Firstly define what is actually happening, (DOES), before moving on to identifying
alternatives, (COULD), and finally deciding (SHOULD). The table below outlines the approach taken.

RESEARCH METHODOLOGY

REPORT STUDY ANALYSIS
CAD DEPARTMENT
CAD departments working efficiency is very high. This department is playing a very important role in
achieving the target. This Department also does the estimation of the fabric which will be used in making a
sample. This department had many computers and all computers were connected to the network so anybody
can open the file and operate the system anywhere. This department had four sections:
a) Embroidery Section
b) Pattern Making Section
c) Marker Making Section
d) Grading Section
Embroidery section designs according to the buyers sketch and it also designs for the production and send to
the unit for the production, basically it was a centralize embroidery designing section. Working capacity of this
machine was very high approx. 1000 rpm. But they were using on 750 rpm. It had three computers which were
connected to the embroidery machine; it was used for designing the sketch and directly feed to the m/c. Thread
which was using by this department was imported from Bangladesh, sometimes other places also. Needle size
which was used by this department for making the samples was DB X K5. Threads which are used by this
department for sampling and for production were imported from Bangladesh, and also from local
manufacturers.
Once a job order' is received, it is passed onto the production dept. by the sampling department. A copy of this
job order is passed onto the CAD department. The CAD operator in the Cad department makes the pattern on
the basis of the specification Sheet and sends it to the buyer through the production department. Once the
approval from the buyer is received, the patterns are digitized (if made without computer) and graded and then
Markers are made, for which the following steps are followed:
a) The graded full size patters are plotted and the original patterns (available in one size) are matched with the
plotted ones to check for accuracy. Any modifications required are carried out followed by making of the
markers.
b) The marker made is first taken out on the printer (miniature version markers). c) Full size marker taken out
on the plotter.
If the particular order is to be cut and stitched in Bangalore the graded patterns are stored on floppies and sent
to Bangalore. The CAD department in Bangalore makes markers on its own.

MARKER QUALITY INSPECTION

 The QC to detect any unwanted discrepancies, visually inspect the marker supplied by the CAD
Department.
 The marker is checked to see whether the width is one inch less than the fabric width & the length is at
least 2 cms less than the fabric length. If it is not found to be so, the cutting supervisor is consulted for
advice.
 The QC sees to it that all sizes in lay slip are there in the marker & the ratio specified is accurate.
 He also checks that the marker is placed on the spread with the one edge parallel to the level side of the
spread leaving 1cm on either side in the length & 1 inch (usually) in width on unleveled side.
 Care is taken to see that no marker is creased, damaged or has over lapped/missing parts.
 In case marker length is found to be shorter than the lay length, the pattern master or the cutting
supervisor does manual marking. Manual marking is also done for fulfilling the re-cutting orders when
the remnant fabrics have to be utilized.
 The number of the garment parts is checked that is, it is seen that all parts required for all sizes of the
garments in the marker.
 The alignment of the parts is also inspected, that is, it is seen that all parts are placed as per the grain
line specifications of that particular style.
 The QC handles a spec sheet in order to check all these details.
CAD OBJECTIVE
To minimize the fabric consumption by using the most efficient marker with continuous innovation and
techniques leading to marker availability, zero rejection and reducing paper wastage.

SLA’s
INTERNAL SUPPLIER-CUSTOMER SATISFACTION - Performance Measurement
Service Level Agreement 2014-15

Supplier - Cad
Customer - Cutting
External Customer requirements Actual
Results Criticality(1- Agreed
Sl No QCDIP Criteria Cost / Unit Previous Avg
Linkage OTIF / TPT Product Quality 10) Norm Q1 Score Q2 Score Q3 Score Q4 Score Avg Remark
Productivity year Score/Year
% of
Delivery PR.25 8 markers 1% 0.84% 0.20% 8 0.20% 8 0.00 0.00 0.20% 4.00
Markers availability as per daily plan one day
delayed
1 in advance (Before 4.30pm of previous day)
% of
Quality Marker rejection due to change in direction of Q.4.H 10 markers 0.5% 0.14% 0.50% 10 0.50% 10 0.00 0.00 0.5% 5.00
fabric types (Design) and pattern changes rejected
2 within gold seals
% of
Productivity Production drop in laying due to non PO.1 10 work 1% 0.48% 0.40% 10 0.40% 9 0.00 0.00 0.4% 4.75
3 availability of markers. orders
28 28 27.00 0.00 0.00 13.75
Signature of Customer:
Date: Signature of Supplier:
INTERNAL CUSTOMER SATISFACTION INDEX

Previous Actual Yearly
Sl No Criteria Max(0-5)
year Q1 Q2 Q3 Q4 Avg
Reliability and quality of product
1 supplied. Quality 5 4.63 4.70 4.70 4.70
Special attention to repetitive
2 problems Cost 5 5.00 4.80 4.80 4.80
3 Regular interaction and feedback Customer feedback 5 4.93 4.80 4.90 4.85
4 Focus on continuous improvement Innovation/Productivity 5 4.55 5.00 5.00 5.00

5 Response during emergency Delivery 5 4.70 5.00 5.00 5.00
Average 4.76 4.86 4.88 4.80 0.00 4.87
Customer's Feedback Supplier's Action

Quarter 1:
Marker delay in some of the work orders to be focussed
Due to Plotter issue in last 3 months, once we get the new plotter machine the issue will be resolved
Quarter 2: Will eliminate one size orders in clubbing.

While clubbing various work orders together one size work orders are difficult to process due to
complication in laying. i.e.., mix and spread by step lay method. that one size to be come on inb/w step
portion of step lay. so layers get confusion
Quarter 3:
Quarter 4:
Q1 Q2 Q3 Q4
Signature of the Customer
Signature of the Supplier
Date

ICSI
Internal customer satisfaction Matrix

Customer
Supplier
Planning Store CAD Embroidery Cutting Sewing Finishing Warehouse Maintenance IE HR Purchase Total
Planning 1 1 2
Store 1 1 1 1 1 1 6
CAD 1 1
Embroidery 1 1
Cutting 1 1
Sewing 1 1
Finishing 1 1
Warehouse 0
Maintenance 1 1 1 1 4
IE 1 1 1 1 1 5
HR 1 1 1 1 1 1 1 7
Purchase 1 1
Total 1 1 1 1 7 6 5 5 1 1 1 0 30

KPI
Doc No: E-4.3.3-01

Issue no 1
LIST OF OBJECTIVES AND TARGETS(CAD)
Revision no:0
Issue date:20/2/14
Department: CAD
Sl.No Objective/Goal Measure Target Action Plan Responsibility Target date Review
1. Monthly audit consumption report for

verification to Actual consumption vs
BOM consumption
Consumption
1 Fabric Cosumption With in Bom 2. Systematically maintain PO wise MANJUNATH Continuous Monthly
report
marker consumption
3. PO wise consumption uploaded by
Brand into system (SAP)
1. Monitoring actual eff% for plain, stripes

Consumption & checks.
2 Marker Efficiency 80% MANJUNATH Continuous Monthly
report 2. Verification from monthly consumption
report.
1. Physical checking Markers print out to

be followed with in the lead time.
2. Monitoring Daily Required markers in
3 Marker availability through put time 1 Day cutting information to concerned. MANJUNATH Continuous Monthly
3. Delay reasons and trend is
communicated to the concerned and
rectified.
1. Monitoring rejected markers vs markers

generated monthly. 2.
4 Marker rejection Marker rejection <1% MANJUNATH Continuous Monthly
Thereby elimination of paper wastages by
reduction of marker rejection.
Monitoring to reduce CAD paper wastage

Reduce paper Weight of CAD
5 2 Kg by reducing marker rejections & by MANJUNATH Continuous Monthly
wastages paper wasted
avoiding plotter problems.
Major and Minor 1.Mark all hazardous work points visually.

6 Zero Accident Zero MANJUNATH Continuous Monthly
incidents 2.Record accidents.
1. Training on kaizen generation by dept

1 kaizen /
head.
7 Innovation No of kaizens person / 1 MANJUNATH Continuous Monthly
2. Replication of effective kaizens
months
wherever applicable.

SIPOC


LEVEL 2 Consolidate
Level 2 CONSOLIDATE
CAD
Sr. No. PROCESS CCL FCL EGL REMARKS DEVIATION
1 Receive work order and swatch from fabric store ✓ ✓ ✓
2 Receive Reports from Stores ✓ ✓ ✓ Reduction in paper wastage and chances of data loss minimize Through LAN
3 Get patterns and samples ✓ ✓ ✓ Reduction in paper wastage and chances of data loss minimize Through LAN
4 Prepare the ratio as per work order ✓ ✓ ✓ Software performs the operations Intellocut
5 Prepare the Marker as per ratio ✓ ✓ ✓ Software performs the operations Intellocut
6 Calculate the consumption ✓ ✓ ✓ Software performs the operations Intellocut
7 Consumption sent to stores ✓ ✓ ✓
8 Marker Requested From Cutting ✓ ✓ ✓ Reduction in paper wastage and chances of data loss minimize Through LAN
9 Print Marker from Plotter ✓ ✓ ✓
10 Verify Marker and Issue to Cutting ✓ ✓ ✓
11 OCR updation ✓ ✓ ✓
12 Process loss report data entry on weekly basis ✓ ✓ X Not in EGL
Total Number of processes -12
Decision Making process - 1
Total no. of VA steps 0

Total no. of NVA steps 12
Level 3 Consolidate
Level 3 CONSOLIDATE
IMPROVE -
CCL FCL EGL DEVIATION
MENTS
Receive work order and R01 ene reRrOvkRoveevReceR Receive Work Order and
10cm swatch from fabric nhR rbeFnmR rvOhR tewv nR 10 cm Swatch from
store rFOve Fabric Store
1.1 Work order sheet, nhR rbeFnmRR 01bmecR FmeR 0.0
Work order sheet is sent
Control sheet, Inspection FmeiR bv FeR FmeR eeFe ehRR ,nuF
by Madhu (data entry
report copy, Swatch and eceR huFR FR cR FmeR we R bm nmR
operator) to CAD room
Launching sheet is received OcR bm nmRR ,mec R OcR FmeR venk
(each person) through
by CAD data entry operator FmeiRmereRFORhuFRFmeRvOeehROrR
mail.
from stores FmeFRhFiee
1.2 All the data against that tewv nR scmOuheR FeehR0.1 The person responsible

work order are mentioned hevhOcR FekeR FmeRrOvkR oveevR for marker making
in the MIS eceR FekeR OuFR FmeR hbeFnmR checks the WO Dump .
FOR.rvOhRFmeFRwe ReceR reR FR
DAC
1.3 Operator check for gold DeeRnmenkRrOvR OeeRreeeR0.1.
seal and brand name in w.o. eceRiveceRceheR cRro
Now they
1.4 Then she checks for receive
DmenkR rOvR aeFFevcR eceR0.1R .
pattern and gold seal the swatch
OeeRreeeRrehhee
sample across the
width.
1.5 Checking for the
availability of gold seal no.
,if the gold seal is available
FmeiRR R ,srR FR hR cOFR Fmeve0.1.
then marker preparation is
hR crOvhR FOR rOuvn c R Fee
started. If it is a new gold
FmvOu mRhe e
seal then grading is done
first and after that marker
prep.is started
FmeiRR R ,srR FR hR cOFR Fmeve0.0.
1.1Then Sourcing team
crOvhR FOR rOuvn c R FeehR
confirm with Brand.
FmvOu mRhe e
1.7Then Sourcing team
confirms with Brand.
Receival of reports from

store
Meena (data entry
operator) gives
documents (Roll
list,Shrinkage report) to
CAD data entry operator
punya.

Punya (data entry

operator) checks the WO
status report for fabric
code and then accepts the
reports after mentioning
it in a register.
Then, from the reports,
she write this information
on back of the roll list
documents(Goldseal,
Style code ,
Consumption, Wash/Non
wash.
Roll list is given to
marker makers brand
wise.
These informations are
checked by marker
making person.
Prepare the ratio as per aveheveR FmeR eF OR ehR hevR

Get Patterns & Sample
work order rOvkRoveev
2.1 In the inspection report,
amount of linen & thermal
shrinkage( length and Check availaibilty of
rekevR hhveeeR FmeRR revkev.
widthwise) is checked. patterns & gold seal
rbeFnmROcRFmeRcewee
Shrinkage added in the sample.
pattrens according to the
reports received.
If it is a new gold seal
2.2 Checking for CSV and pattern is received from
reehuveRrueeReec Fm
non-CSV seal. pattern maker (shared via
LAN).

2.3 Measure repeat size and

Matching (offset) by
Intellocut is
measure 10-12 Repeat
reehuveRnuFFeweeReec Fm not in FCL
Length and devide it by
and CCL
Repeats no. (for checks and
stripes)
Measure repeat size and
2.4 Cut plan (size wise Matching (offset) by
segregation) is made by the measure 10-12 Repeat
marker maker Length and devide it by
Repeats no.
2.5 Lay plan is made after
segregating size wise(
combination of sizes in one Write these details on WO. Intellocut Entry
lay) for maximum placing
efficiency
WO no., Style no., Fabric
code, Roll Details(length,
width, shade, shrinkage),
2.6 Write these details on Then prepare size ratio and
size wise quantity, BOM
WO. write on WO
consumption, Product
type, Fit,
Season,Customer
Prepare the marker as per heveR FmeR revkevR ehR hevRave Prepare size ratio as per
ratio veF O work order quantity
check whethere with
same goldseal and fabric
3.1 Marker maker prepare Marker maker prepare
code markers exsits or
markes according to the markes according to all
not. If not new markers
ratio calculated Ratios.
are made as per sizewise
breakups
3.2 Use of Gerber 3.2 for use Gerber 8.2, 8.5 for Intellocut provides cut
Marker making. Marker making. ratio plan

3.3 Marker Length and

Marker Efficiency are
calculated in the software Here they get the Marker
and the marker maker Length and Marker
mention the efficiency on Efficiency.
the control sheet in front of
the ratio calculated
But due to low efficiency
Cut ratio plan generated
by Intellocut ,mostly the
ratio plan is done by
marker maker only.
using Gerber
8.2 and 8.5
Prepare marker as per cut
ratio plan
Marker is prepared
according to the fabric
type(solid or
stripes/checks).
For matching panels
future line is selected
according to repeat
size.(as per required
matching parameters)
Buffer for cutting is
provided according to the
repeat size.
Prepare marker and
Calculate the consumption Calculate the Consumption crosscheck all parts are
placed or not.
4.1 Operator calculate the Then Create the Cut plan in Check direction of
Marker Consumption in Excel Sheet. placement of parts.

daily MIS report
4.2 For Fabric

Consumption, they add 3% Here they calculate the
Save marker
Extra in Marker Marker Consumption.
Consumption.
For Fabric Consumption,
Calculate marker length,
they add 3% Extra in
marker efficiency.
Marker Consumption.
Then Marker Maker Share
These informations are
the Cut Plan with Data
again enetered into
Entry Operator through
Intellocut.
LAN.
EGL use 2%
Marker details are
whereas
entered into MIS
FCL and
(Length,Efficiency,Fabri
CCl use 3%
c color)
extra.
If cut ratio plan is not
completed and some
pieces are left ,Remnant
marker is made after the
cutting happens and end
bits are saved.(remanat
marker is made only if
qty's are more then
300pcs)
Consumption obtained
from Intellocut
Fabric consumption is CCL: send
obtained from intellocut. consumption
Two reports are received to stores
from intellocut (issue slip through
and estimated helper

consumption).
Consumption sent to
Consumption sent to stores Consumption sent to stores
stores
5.1 The calculated
CeFeR ncFviR OheveFOvR ecFevhR. The consumption report
consumption is written on
eeFe ehR cR Ce eiRR eeeR Fmehe is sent to stores through
the control sheet along with
rsrRvehOvF mail.
the efficiency
After receival of these
reports the store issues
5.2 Control sheet is then cutting order and send to
heeFeR FmeR CeFeR cR oveevR.
duly signed and then sent to cutting and fabric is
DOhheeF OcR ehOvFReehO
stores with the helper. issued according to the
consumption to cutting
room.
rmeveR FmeR DuFR aeecRFmvOu mR.
eAoRFORtewv nRrFOve
Marker Requested From
Cutting
Supervisor goes to CAD
with cutting order and
contrast book
Entry into register is

done.
Print Marker from plotter av cFRrevkevRrvOhRaeOFFev Print Marker from plotter

They use the Gerber Plotter
Before printing of first
Infinity 45 and Enrich
revkevR rekevR av cFR FmeR marker everyday,cad
Plotter.Then Marker Maker
revkev person will do box plot
Print the Marker. .They use
calibration
60 gsm Paper for Marker.
revkevR hv cF c R nOhheceR revkevRhv cF c RnOhheceR hR CCL: Roll Roll
Then marker is printed.
hR recR wiR hevkevR hekevR recR wiR hevkevR hekevR folder is folder to

bmecR ceeeeeR OcR weh hR OrR bmecR ceeeeeR OcR weh hR OrR used in CCL be used in
heec c R hecFR wiR heecc c R heec c R hecFR wiR heecc c R in one all
Feeh Feeh plotter factories.
Marker is rolled and is
put aside.(runner will
write details like
WO,Style code,Fabric
code)
For new styles one
marker is printed while
for old styles all markers
are printed at one time.
Different
For new styles one marker
marker is printed while checking
for old styles all markers processes in
are printed at one time. different
units
Verify marker and issue to ev riR revkevR eceR shhueR FOR ev riR revkevR eceR shhueR
cutting DuFF c FORDuFF c
Marker is checked and
then rolled and then is
7.1 takes out the printed For verification few fabric
put aside.(runner will
marker from the plotter, lays are spread and marker
write details like
spreads on the table is put over it to cross-check.
WO,Style code,Fabric
code)
DmenkRFmeRhv cFROrRhevkevR rR.
7.2 He has a copy of p.o.
FmeR hv cFR hR cOFR OkR FmecR Marker is issued.
sheet and the control sheet
hevkevR hRverenFee
rv FeRwv erReeFe eROcRhevkevR If marker is defected
7.3 If print is not proper on
FOR weR hhueeR eceR eveR kehFR cR ,then it is rejected and
the paper, marker is
heheveFeR wOoehR rOvR hhueR FOR again the marker
rejected
nuFF c Rhhveee c Rece requistion is placed.

7.4 Checks if all the details(

annotations) on the marker
match with the details Marker rejection report is
written on the p.o. and made by the marker
control sheet ( gold seal no., maker.
marker name, marker no.,
size , length, width)
7.5 Checks the length and
width utilised for first and
last marker
7.6 Also checks that the
patterns and the markers are
correct or not and reports if
any problems are there
7.7 Patterns are matched
using the cardboard patterns
7.8 Checks if in one single
size, all parts of the gold
seal are present or not
7.9 Shrinkage has been
added or not is also checked
using the cardboard patterns
7.10 After checking is done
and is passed, the marker
checker puts a seal (OC
passed) on the marker paper
7.11 Also he maintains a OCR is
register about the daily not made
works done by him in Haritha.
Columns
7.7 Issue marker to cutting are not
section through LAN or Standardiz
hard copy. ed in
OCR.

OCR updation oD RuheeF Oc OCR Updation

After the marker is issued
to cutting the OCR is After issue to cutting Order
updated which is received Completion Report(OCR) is
from mail. Lavanya mam made by (Data entry OCR Report is made
fills the columns in the operator) .58 columns of
OCR and then pass it to all OCR is filled
the departments.
OCR report is also sent to
Barneedharan sir.
Process loss report data eOhhR vehOvFR eeFeRR avOnehh
entry on weekly basis ecFviROcRbeekeiRweh h
Once after OCR, on weekly Once after OCR, on weekly
basis process loss report is basis process loss report is
made. made.
Columns are filled in OCR Columns are filled in OCR
process loss like: Un process loss like: Un
Accounted in Making, % Accounted in Making, %
Fabric Utilisation for Panel Fabric Utilisation for Panel
Replacement, % Garments Replacement, % Garments
Cut But Scrapped, % End Cut But Scrapped, % End
Loss & End Bits Loss , % Loss & End Bits Loss , %
Garment Scrapped in Garment Scrapped in
Making, % Composite Making, % Composite
Process Loss. Process Loss.
Weekly trend is made for Weekly trend is made for
each week and are rated on each week and are rated on
parameter like: Good, parameter like: Good,
Excellent, Average, Critical Excellent, Average, Critical
and weekly graph, pie chart and weekly graph, pie chart
is shown. is shown.

Current State
61
12
No. of processes No. of activities
BENCHMARKED PROCESSES
Sr. No. PROCESS CCL FCL EGL IN PROCESS / DEVIATION

Control Sheet for jacket /
1 Receive Work Order and 10 cm Swatch from Fabric Store ✖ ✖ ✓
Swatch size to be reduced
2 Prepare the Ratio as per Work Order ✓ ✓ ✓ Use Of Intellocut
3 Prepare the Marker as per ratio ✓ ✓ ✓ Use Of Intellocut
4 Calculate the Consumption ✓ ✓ ✓ Use Of Intellocut
5 Consumption send to Stores ✓ ✓ ✓ Use Of Intellocut
6 Print Marker from Plotter ✓ ✓ ✓
7 Verify Marker and Issue to Cutting ✓ ✖ ✖ Lack of space for verification
8 OCR updation ✓ ✓ ✓
9 Process loss report data entry on weekly basis ✓ ✓ ✓
✓ Benchmarked Practice

PROPOSED LEVEL 2
PROPOSED LEVEL 2
CAD
Sr.
PROCESS Alternative Process
No.
1 Receive Work Order and 10 cm Swatch from Fabric Store
2 Prepare the Ratio as per Work Order Entry In Intellocut
3 Prepare the Marker as per ratio
4 Calculate the Consumption
5 Consumption send to Stores Consumption From Intellocut
6 Print Marker from Plotter
7 Verify Marker and Issue to Cutting
8 OCR updation
9 Process loss report data entry on weekly basis
PROPOSED LEVEL 3
PROPOSED Level 3
CAD
Sr.
PROCESS
No.
1 Receive Work Order and 10 cm Swatch from Fabric Store
1.1 Work order sheet, Control sheet, Inspection report copy, Swatch and Launching sheet is
received by CAD data entry operator from stores
1.2 All the data against that work order are mentioned in the MIS
1.3 Operator check for gold seal and brand number
1.4 Then she checks for pattern and gold seal sample

1.5 Checking for the availability of gold seal no. ,if the gold seal is available then marker preparation is
started. If it is a new gold seal then grading is done first and after that marker prep.is started
1.6If it is not there, they inform to Sourcing team through mail

1.7Then Sourcing team confirms with Brand.
2 Prepare the Ratio as per Work Order
2.1 In the inspection report, amount of linen & thermal shrinkage( length and widthwise) is
checked
2.2 Checking for CSV and non-CSV seal.
2.3 Measure repeat size and Matching (offset) by measure 10-12 Repeat Length and devide it
by Repeats no. (for checks and stripes)
2.4 Cut plan (size wise segregation) is made by the marker maker
2.5 Lay plan is made after segregating size wise( combination of sizes in one lay) for maximum
placing efficiency
2.6 Write these details on WO.
3 Prepare the Marker as per ratio
3.1 Marker maker prepare markes according to the ratio calculated
3.2 Use of Gerber 3.2 for Marker making.
3.3 Marker Length and Marker Efficiency are calculated in the software.
4 Calculate the Consumption
4.1 Then Create the Cut plan in Excel Sheet.
4.2 Here they calculate the Marker Consumption.
4.3 For Fabric Consumption, they add 3% Extra in Marker Consumption.
4.4 Then Marker Maker Share the Cut Plan with Data Entry Operator through LAN.
5 Consumption send to Stores
CeFeRncFviROheveFOvRecFevhReeeRFmeheReeFe ehR cRCe eiRrsrRvehOvF1.5
heeFeRFmeRCeFeR cRoveevRDOhheeF OcR ehOvFReehO1.5
rmeveRFmeRDuFRaeecRFmvOu mReAoRFORtewv nRrFOve1.5
6 Print Marker from Plotter
cmecRrevkevRrekevRav cFRFmeRrevkevR1.5

eceRncv nmRaeOFFevR51cmeiRuheRFmeR evwevRaeOFFevRscr c FiRR1.5

hhRaehevRrOvRrevkevR16cmeiRuheRR1.5
hR recRwiRhevkevRhekevRbmecRceeeeeROcRweh nROrRheec c RheceRwiRRrevkevRhv cF c RnOhheceR1.5
heecc c RFeeh
7 Verify Marker and Issue to Cutting
7.1 Takes out the printed marker from the plotter, spreads on the table
7.2 He has a copy of p.o. sheet and the control sheet
7.3 If print is not proper on the paper, marker is rejected
7.4 Checks if all the details( annotations) on the marker match with the details written on the
p.o. and control sheet ( gold seal no., marker name, marker no., size , length, width)
7.5 Checks the length and width utilized for first and last marker
7.6 Also checks that the patterns and the markers are correct or not and reports if any
problems are there
7.7 Patterns are matched using the cardboard patterns
7.8 Checks if in one single size, all parts of the gold seal are present or not
7.9 Shrinkage has been added or not is also checked using the cardboard patterns
7.10 After checking is done and is passed, the marker checker puts a seal (OC passed) on the
marker paper
7.11 Also he maintains a register about the daily works done by him
7.7 Issue marker to cutting section through LAN or hard copy.
8 OCR updation
R hRheeeR)oD (ArFevR hhueRFORnuFF c RoveevRDOhhe F OcR ehOvF
nOeuhchROrRoD R hRr eeeeR15)CeFeRecFviROheveFOv(
9 Process loss report data entry on weekly basis
Once after OCR on weekly basis process loss report is made.
Columns are filled in OCR process loss like: Un Accounted in Making, % Fabric Utilization for
Panel Replacement, % Garments Cut But Scrapped, % End Loss & End Bits Loss , % Garment
Scrapped in Making, % Composite Process Loss.
Weekly trend is made for each week and are rated on parameter like: Good, Excellent,

Average, Critical and weekly graph, pie chart is shown.
Proposed State
44

SUMMARY
Level 2- CAD
Current State Proposed State
1-ENVA Receive work order and swatch from fabric store 1-ENVA Receive Work Order and 10 cm Swatch from Fabric Store
2-ENVA Receive Reports from Stores 2-ENVA Prepare the Ratio as per Work Order
3-ENVA Get patterns and samples 3-ENVA Prepare the Marker as per ratio
4-ENVA Prepare the ratio as per work order 4-ENVA Calculate the Consumption
5-ENVA Prepare the Marker as per ratio 5-NVA Consumption send to Stores
6-ENVA Calculate the consumption 6-ENVA Print Marker from Plotter
7-NVA Consumption sent to stores 7-NVA Verify Marker and Issue to Cutting
8-NVA Marker requested for cutting 8-NVA OCR updation
9-ENVA Print Marker from Plotter 9-NVA Process loss report data entry on weekly basis
10-NVA Verify Marker and Issue to Cutting
11-NVA OCR updation
12-NVA Process loss report data entry on weekly basis
ENVA = 7 (7/12)*100 58% ENVA=5 (5/9)*100 55.55%

NVA = 5 (5/12)*100 42% NVA=4 (4/9)*100 44.44%
NVA NVA
42% 44%
ENVA ENVA
58% 56%

CUTTING DEPARTMENT
Cutting room is one of the core areas in any garment organization. The first stage in the manufacture of
garment is the cutting of the material into the necessary pattern shapes.
The process begins here. This is the place where the raw material enters the production chain. A good as
well as a bad garment can be associated with the cutting section. The problem could be curbed and
corrected at the first stage before reaching the sewing section. Cutting production starts with the receipt of
raw materials /fabric and then the actual conversion of raw materials to various shapes o the basis of
marker drawn. The cut parts are bundled on the basis of color, size, style etc. cutting section hence is the
backbone of the unit and that is why this section needs to be taken well care of.
If cutting is not proper good fitting of the garment can never be achieved and as we know the fabric is
basic raw material for any garment cost 50% of the garment cost and if some mistake is been done in
cutting or spreading then the entire profit of the company can be ruined. Thus managing cutting room
requires good management skills with knowledge of basic raw material that is fabric and other machinery
involved like cutters, spreading machines, drillers, notches etc. if a person is good in all these areas then
cutting room will be in profit otherwise it’s a tough job to deal with.
CUTTING OBJECTIVE
To maintain a proper throughput time between departments with zero abnormality status and zero
breakdown of machine rate with minimizing the fabric wastage ensures a safe and healthy environment
focusing on continuous innovation and techniques.

SLA’s
INTERNAL SUPPLIER-CUSTOMER SATISFACTION - Performance Measurement
Service Level Agreement 2014-15

Supplier - Cutting
Customer - Sewing
External Customer requirements Actual
Criticality(1- Avg
Sl No QCDIP Criteria Results Linkage Unit Agreed Norm Previous
OTIF / TPT Product Quality Cost / Productivity 10) Q1 Score Q2 Score Q3 Score Q4 Score Avg Score/Yea
year
r Remark
Shortage of pcs in a bundle should be % of
Delivery Q.11 10 100% 3.76% 15.00 99%
1 avoided adherence 99% 9.86 1.50 7.99 5.68
2 Cost Recut to be delivered within committed time Q.17 10 hrs 1.5 4 3 5 3.00 0.45 4 3.00 2.73
Rectification of cutting quality problem within
Quality Q.15 10 min 10 18 20
3 stipulated time 15 7 10.00 10.00 12.50 8.33
no. of
Innovation P.6.H 8 0 1 3
4 Prevention of repetitive problems problems 3 0 2.00 0.00 2.50 0.00
5 Productivity Distribution of loading across the day S.1.H 5 hrs 2 3 4 3 4.00 1.60 5 4.00 2.05
% of
Delivery Q.17 10 100% 1.3% 95
6 Recut to be done as per requirement adherence 100.00% 10 95% 0.10 0.98 5.05
53 34.026667 13.645 #DIV/0! #REF! 23.84
Signature of Customer:
Date: Signature of Supplier:
INTERNAL CUSTOMER SATISFACTION INDEX

Actual
Sl No Criteria Max(0-5) Previous year Yearly Avg
Q1 Q2 Q3 Q4
1 Reliability and quality of product supplied. Quality 5 3.88 3.00 3.50 3.50 3.33
2 Special attention to repetitive problems Cost 5 3.33 2.50 3.50 3.50 3.17
3 Regular interaction and feedback Customer feedback 5 3.33 2.50 4.00 4.00 3.50
4 Focus on continuous improvement Innovation/Productivity 5 3.38 2.50 3.70 3.70 3.30
5 Response during emergency Delivery 5 3.43 2.00 4.50 4.50 3.67
Average 3.47 2.50 3.84 3.84 #DIV/0! 3.39
Customer's Feedback Supplier's Action

Quarter 1:
Need to avoid bundle shortages, size mix-up,& loading without trimming.
We Will ensure that all pieces are 100% checked to avoid bunlde shortages, size mix-up and loading without trimming.
Quarter 2:
Quarter 3: Need to load all parts as commited before 5:00 PM.Need to avoid bundle shortages.Need to give more importance for recut problems to close workorders
as per despatch plan.
Quarter 4:
Q1 Q2 Q3 Q4
Signature of the Customer
Signature of the Supplier
Date

ICSI
Internal customer satisfaction Matrix

Customer
Supplier
Planning Store CAD Embroidery Cutting Sewing Finishing Warehouse Maintenance IE HR Purchase Total
Planning 1 1 2
Store 1 1 1 1 1 1 6
CAD 1 1
Embroidery 1 1
Cutting 1 1
Sewing 1 1
Finishing 1 1
Warehouse 0
Maintenance 1 1 1 1 4
IE 1 1 1 1 1 5
HR 1 1 1 1 1 1 1 7
Purchase 1 1
Total 1 1 1 1 7 6 5 5 1 1 1 0 30

KPI’s
Doc No: F-4.3.3-01

LIST OF OBJECTIVES AND TARGETS Iss #01,Rev #03
Rev date:19.12.2014
Department: Cutting
Sl.No Objective/Goal Measure Target Action Plan Responsibility Target date Review
As per Operating Chandru/Prakash/Nagamani/

1 Production No.of cut panels
Plan
To achieve production as per operating plan
Aathi
Continuous Monthly
1. Monthly audit OCR for verification to

Actual consumption vs BOM consumption Chandru/Prakash/Raja/U
2 Fabric Consumption OCR With in Bom Continuous Monthly
2. Upload PO wise consumption into mesh.
system (SAP) approval by Brand
1. To review performance of all Sub-

ordinates six months. Chandru/Nagamani/
3 Through put time No of days 2.0 Continuous Monthly
2. Feed back mechanism with sub- Prakash/Aarthi
ordinates.
No.of recut Chandru / Nagamani /
4 Recutting 1.5% To reduce the recutting less than 1.5% Continuous Monthly
panels-bacth Prakash/Aarthi
1.Do a audit to identify hazardous work

areas and processes.
Major and 2.Mark all hazardous work points visually
6 Safety Zero Cutting team Continuous Monthly
Minor incidents and Create safety awareness and safety
procedure awareness among employees.
3.Record accidents and audit results.
7 Environment Fabric waste <3% Reduction in excess consumption of fabric Cutting team Continuous PO wise
1. Define a designated place to keep all

Improve Retrieval time of Time in the necessary items
8 60 seconds Process owner and teams Continuous Monthly
records, tools, materials seconds 2. Arrange all the items in its designated
place
1. 1S,2S &3S shall be followed by all
Improve the 5S audit score of persons in the department.
9 5S score 80 Process owner and teams Continuous Monthly
the department 2. Dept shall adress the low scoring area
/ OFIs
No. Of within
1. Deptone week
shall of thestandards
develop auidt & show
for the
Develop standards for standards 1S,2S & 3S
10 Process owner and teams Continuous Monthly
workplace developed which are practiced in the dept to
/month sustain the improvements.
Kaizen Index-
Ensure generation of kaizen in Total Number 1. Motivation and follow up of kaizen at
11 1 Process owner and teams Continuous Monthly
the Department of Kaizen in team meeting and listen kaizen
the Dept/ meeting/Gemba walk
Ensure involvement of all Number
Kaizenof 2. Replication of effective kaizen
Training and motivation of operators on
employees across the Participation
12 50% kaizen generation by dept heads and Process owner and teams Continuous Monthly
Department in kaizen Index -
supervisors.
generation Number of
Employee give
Tangible and 1. Dept shall monitor sustainance of
Quantify benefits from Intangible kaizen & quantify the tangible benefits
13 Process owner and teams Continuous Monthly
KAIZEN to organization Benefits from from key kaizen categorised as
Kaizen Productivity/ Quality/ Cost reduction /
Man power
1)Train reductionfor
the Operator & OPL.
waste reduction
To Ensure operator 5 per 2)Encourage and Motivate the operators
14 No of OPLs Process owner and teams Continuous Monthly
Knowledge are shared Team/month to write OPL in categories like Basic
Knowledge,Improvements and trouble
No. of shooting.the Operators to identify the
1)Train
2 per
To Achieve zero abnormality abnormalities abnormalities in their respective work
15 employee/mont Process owner and teams Continuous Monthly
status identified and place.
h
eliminated 2) Encourage and motivate the operators
to)identify
1 more
List down alland
the more abnormalities
task list in the
No of
To Transfer Maintenance jobs 3 per machine.
16 maintenance Process owner and teams Continuous Monthly
to operators equipment 2)List down the task that can be
jobs transferred
transferred to the operators.
3) Prepare
1)Ensure a plan
the with theoftimeline
Adherence Expert for
To Improve zero breakdown Maintenance Schedule.
17 ZBMR 95% Process owner and teams Continuous Monthly
machine rate 2) Do the Analysis of breakdowns for
their Root cause and eliminate the same.
3) Earlier detection of the problems
CONTROLLED COPY
Prepared by: Approved by:
Chandra Biju

SIPOC


LEVEL 2 Consolidate
Level 2 CONSOLIDATE
CUTTING
Sr. No. PROCESS CCL FCL EGL REMARKS DEVIATION
1 Receive daily plan from planning department ✓ ✓ ✓
2 WO is received from stores ✓ ✓ ✓ In CCL, Control sheet is received while in FCL and EGLthey receive WO sheet. Not in CCL
3 WO match with BCDS X X ✓ WO is checked with BCDS for Trim fabric placement. Not in CCL and FCL
4 MRS to Store from Cutting supervisor. ✓ X X MRS is used for Fabric Requistion in CCL. Not in FCL and EGL
5 Receive fabric and trims from stores ✓ ✓ X EGL fabrics are kept in the storage area through planning Not in EGL
6 Rolls are received from the temporary storage area X X ✓ EGL don't use MRS as they use Planning Not in CCL and FCL
7 Contrast Book Entry X X ✓ EGL use contrast book for maintaining records of Trim fabrics Not in CCL and FCL
8 Check the bond strength of fusing material ✓ ✓ X EGL sourced fusing after getting it checked from the supplier only Not in EGL
9 Lay slip printing from Intellocut X X ✓ Intellocut software used only in EGL Not in CCL and FCL
10 Receive marker from CAD ✓ ✓ ✓
11 WIP and Table plan ✓ ✓ X Not in CCL and EGL
12 Spreading of fabric ✓ ✓ ✓
13 Inspection Of Lay as well as Marker ✓ ✓ ✓
14 Cutting ✓ ✓ ✓
15 Load To Batch X X ✓ All the batch operations for product of a particular line are carried out seperately in batches Not in CCl and FCL
16 Daily WIP report prepared. ✓ X X Not in FCL and EGL
17 Checking of the cut parts for notches, drill marks etc. ✓ ✓ X Not necessary as a seperateoperations Not in EGL
18 Band knife Cut ✓ ✓ ✓
19 Numbering / Ticketing ✓ ✓ ✓
20 Relay for Strips/Checks X ✓ ✓ Difference in product Not in CCL
21 Re - cutting ✓ ✓
22 Trimming X ✓ X FCL do an extra process of trimming Not in FCL
23 Die Cutting X X ✓ Die cutting machine availlable only in EGL Not in CCL and FCL
24 Panel Inspection ✓ ✓ ✓
25 Fusing ✓ ✓ ✓
26 Bundling ✓ ✓ ✓
27 Bundling Audit ✓ ✓ ✓
28 Ready To load ✓ X ✓ Runners from sewing room comes to take the cut parts Not in FCL
29 Prepare OCR ✓ ✓ ✓
30 Load to racks ✓ ✓ ✓
31 Issue to sewing ✓ ✓ ✓

LEVEL 3 Consolidate
Level 3 CONSOLIDATE
CCL FCL EGL DEVIATI IMPROVEMENTS

ON
Receive daily plan from Receive Daily plan Receive daily plan from
planning dept. from planning dept. planning dept.
1.1 planning department 1.1 Planning 1.1 planning department
sends the daily plan Department sends the sends the daily plan
according to the line Daily Plan to cutting according to the line WIP
WIP and priority. Department according and priority.
to Line WIP and
Priority.
1.2 cutting department 1.2 It contains Date, 1.2 Date, Line no., WO
does the work planning Line no., WO no., no., Order qty, Cut qty,
accordingly for the next Order qty, Cut qty, WIP, Priority number are
day work orders. WIP, Priority number. mentioned in it.
1.3 According to this 1.3 Babu Sir prepares a
Plan, Cutting plan accordingly which
Department Plan their circulates it.
work sequence.
1.4 If there is any 1.4 Deviation is
change in daily Plan, It highlighted to planning
is sent by Planning department through mail.
dept. to Cutting dept.
by Mail.
Receive p.o. sheet(mg Receive WO sheet, WO is received from In CCL, 1. FCL: Eliminating cutting
copy),control sheet , Cutting Order, Visual stores Control order and standardization of
inspection report, roll Inspection report, roll sheet is format.
details, marker details, Bill of received
consumption report Material, Sampling while in
created by CAD from Shrinkage report, FCL and
stores Design approval card EGL. They
from stores. receive WO
sheet.

2.1 Spreading 2.1 Supervisor receives 2.1 WO is received from

supervisor receives the these sheets from stores by feeding helper.
sheets(w.o., control material in-house
sheet, inspection person of stores.
reports, roll details,
marker consumption
report) from material
in-house person of
stores.
2.2 checking is done if 2.2 Checking is done if 2.2 Then it is entered Line
the w.o. details are the w.o. details ok. Wise into Cutting WIP by
matching with the data entry operator
kanban plan/daily w.o. (Rekha)
plan which they have
received from planning
department
2.3 crosschecking with 2.3 Crosschecking with 2.3 Time, Date, WO No.,
the control sheet if the the control sheet if the Style, Gold Seal, Color,
size-wise ratio details in size-wise quantity Released, Brand, Order
the marker planning are details in the marker Quantity, Cut Order, Cut
ok. A tick-mark is done planning are ok. Today, Inspection Report,
against each size if ok. BOM.
MRS is sent to stores by
the sub-supervisor.
2.4 w.o. allocations is 2.4 A tick-mark is WO match with BCDS WO is
done according to the done against each size checked
WIP of the tables. If all if ok with BCDS
the tables are available for Trim
then acc. the capacity of fabric
each table w.o. is placement.
assigned.
2.5 manpower 2.4 Material request 3.1 Quality person
allocations is done through planning to Rajshekhar matches the
according to the stores by the sub- WO sheet as per BCDS
experience of the supervisor after plan which is received
operators by the checking the from Store.
supervisor. consumption report

2.5 W.O. allocation is 3.2 He checks for the WO

done according to the number, Fabric Code,
WIP of the tables. If all Style Code, and Gold
the tables are available Seal.
then acc. the capacity
of each table w.o. is
assigned.
2.6 Manpower 3.3 He writes the Trim
allocation is done fabric type and placement,
according to the Non Wash / Wash on the
experience of the WO sheet.
operators by the
supervisor.
3.4 If there is problem it is
highlighted to planning
department and it is also
send to Fabric Store,
CAD, Cutting Head,
Merchandiser.
3.5 Then is clarified by
the Brand through mail.
Contrast Book Entry Cutting ALL UNITS: Cutting order
order sheet sheet should have trim fabric
does not placement.
contain
Trim fabric
details and
quality
supervisor
has to write
it from
BCDS in
EGL.
4.1 Register is maintained
by Jyoti for contrast book
fabric.

4.2 Details like WO No., EGL:

Fabric Code, Style No., Separate
Gold Seal No., Contrast book is
Fabric Code and Swatch maintained
is cut from both the main for Trim
and contrast fabric and fabric
pasted in the register. placement.
4.3 Jyoti goes to the CAD
Department. As CAD
checks it from the BCDS.
4.4 After CAD confirms it
Marker is printed, which
is already created earlier.
4.5 If this it is not
matched it is mailed to
Brand.
4.6 CAD maintains one
register in which the CAD
person writes the style
code for marker printing.
4.7 After CAD prepares
the Consumption it is
uploaded into the
Intellocut.
4.8 For Intellocut there are
3 persons in which
Avinash and Kartik is
responsible for Domestic
Intellocut Entry and
Vadiver Sir is responsible
for Export entry.
4.9 In Intellocut operator
has to enter the Style No.,
Qunatity and Style Wise
breakup, etc. First order
list the order number then
planning.

4.10 Then roll are

allocated. And
Consumption is created in
the form of Lay Slip.
Lay slip printing from 1>For Allen 1. Intellocut Entry should be
Intellocut Solly initiated for Allen Solly
intellocut is orders.
not used. 2. Use of single format for
2>Two Table Plan and Spreading
formats for Sheet.
Allen Solly
is used
because
their entry
is not being
made by
intellocut.
5.1 Once the Intellocut
Entry is done in the CAD,
it is printed by the Data
Entry operator
(Thirumala).
5.2 Order No. is entered
and Size wise checked.
5.3 In style and Order
Management, there is
order list and order
number.
5.4 Then it goes to
planning option, if the
pieces do not match she
goes to CAD and
complaint it.
5.5 Then the CAD person
will open Intellocut and
go to roll allocation
solution.

5.6 Then he adds the no.

of markers.
5.7 But if the pieces
matches the Lay slip is
printed from the
Intellocut.
5.8 Style and Order
5.9 Order No. - WO No. –
Search
5.10 Order quantity check
then size wise quantity
check.
5.11 If no reports to CAD
and If yes Planning.
5.12 Lay Plan, If it is
showing green then all
sizes are allocated or else
it will show red.
MRS to Store from 5.13 Then Roll Allocation MRS is
Cutting supervisor. - Run Roll Allocation - used for
Select All. Fabric
Requistion
in Haritha
and CCL.
5.14 Allocated Rolls -
Click Here - Press F5 -
Print Open - MIS
Updation - Month Wise
5.15 Save as.

receive fabric and trims Receive fabric and Rolls are received from 1>Haritha: 1.EGL: Shade card for
from stores trims from stores the temporary storage area While individual roll for proper
issuing identification of rolls.
packing 2.FCL: Trims bins along with
issue slip is WO movement.
made. 3 :Haritha:Lay slip Copy can
2>Roll be used.
identificatio 4. (CCL) Defined places
n takes time should be there for keeping
because of the excess fabric rolls and
no proper remaining rolls. Use of
dispaly of pallets to keep the fabrics
fabric code which are not in rolled form.
in EGL. 3> 5. (EGL) Shade Card to be
used for the proper
identification of rolls which
are stored in the
temporary storage area.
6.(EGL) Auto roll changer
(Chain system) to reduce the
time to change the roll for
spreading.
3.1 In-house team of 3.1 In house team of 6.1 Two operators use the
stores sends the fabrics stores sends the fabrics trolley to transfer the rolls
and and from the temporary
trims(lining,fusing&poc trims(lining,fusing&po storage area to the table.
keting material) cketing material)
required for that w.o. required for that W.O.
3.2 lift is used for the 3.2 Stores person 6.2 The operator uses the
transfer of materials according to the WO sheet in which swatch
from stores to cutting planning and priority sample is pasted as well as
(time taken- 1/2 hr. gets a sheet from store fabric code to identify the
approx.) with list of fabric rolls fabric.
to be delivered.
3.3 fabric rolls are 3.3 Moving trolley is 6.3 If the required fabric is
loaded on the racks used for the transfer of not available then it is
randomly. materials from stores highlighted to the cutting

to cutting (time taken- head and fabric store.

1/2 hr. approx.)
3.4 number of rolls( 3.4 Fabric rolls are

quantity) is checked loaded on the racks
according to planning.
3.5 Checking is done if
the fabric code is as
per the W.O.
3.6 Number of rolls
(quantity) is checked
by the W.O., planning
sheet.
3.7 Store carries a
register while giving
fabric to CAD and gets
it signed by a cutting
person (supervisor).
check the bond strength Check the bond
of fusing material( send strength of fusing
to lab) material( send to lab)
4.1 swatch from fabric 4.1 Swatch from fabric
and fusing is cut as and fusing is cut as
specified by lab and specified by lab and
fused in the fusing m/c fused in the fusing m/c.
4.2 sent to lab for 4.2 Sent to lab for
bonding strength bonding strength
checking checking.
4.3 Fusing test report is
prepared with
following details:
swatch, parts, date, P.O
No. , lining code,
lining colour, temp.,
pressure, speed(sec.),
bond strength(kg.),
thermo strip report, QC

approval, QS approval.
Receive marker from Receive marker from Marker is received from 1. (FCL) Marker
CAD CAD CAD identification bin design.
2.(CCL) Storage bin for
printed markers with
different colors. Green for
ready colors, red for rejection
markers, blue for work in
progress, yellow for next day
markers. 3.(CCL &
EGL)Markers and work
order sheets to be received
one day before so that proper
planning can be done on the
cutting floor.
5.1 sub-supervisor goes 5.1 CAD provides the 7.1 Cutting supervisor
to CAD for receiving marker to the cutting goes to CAD and collects
the marker for the w.o. department according the marker.
to the plan and priority.
5.2 markers are checked 5.2 Data is entered in 7.2 There is separate
by the supervisors and the MIS report for maker for the contrast
kept in the racks below update. fabric.
the required spreading
tables
5.3 Markers for 7.3 Supervisor checks the 1. (FCL &EGL) Maker
spreading and cutting WO No. and the number checking should be done in
department is kept in which is printed on the CAD room and re-checking
the CAD box/ Marker marker. should not be done in cutting
box in cutting room. room.
5.4 Markers are picked 7.4 If there is any problem
from the box and with the WO. No., the
matched with the matter is highlighted to
cutting order. the CAD department.

5.5 If ok than length

and width wise is
checked than it is used
for final cutting.
WIP and Table plan
6.1 Spreading and
cutting department
receives a WIP plan on
daily basis by planning
department.
6.2 According to that

they segregate the
plain, strips and
checks.
6.3 Table plan is made

for each table by the
cutting department.
6.4 Make a lay sheet,
before spreading a lay
which contains: W.O
No., Fabric code, lay
no., No. of lays ,
marker length, marker
width, size, Fs/Hs, Lay
table no., Operator,
Roll no. , Shade,
Qty.(meters),
Used(meters),
Balanced fabric,
Actual balance,
Excess, Shortage.

spreading of fabric Spreading of fabric Spreading Automatic 1. (EGL & FCL) Automatic
end-cutter ‘Lay Pressure Weight’ with
while help of Cylinder Flip.
spreading is 2. (All Units) Use of wheels
not used in for the portable spreading
HARITHA, stands which will help in
FCL easy movement.
&EGL. 3. (EGL&FCL)
Implementing Automatic End
Cutter with Motor.
4. (FCL AND CCL)
Automatic spreader can be
used for solid fabrics.
5.(EGL &CCL)Use of
clamps (automatic lifting)
instead of weight during
spreading and Use of
automatic end cutter during
spreading (As in FCL).
6.(CCL)Labeler should be
used instead of marker in
automatic cutting machine.
7. (EGL)Display system for
WIP status for cutting in real
6.1 two operators are 7.1 Fabric rolls are 8.1 Rolls are taken from time basis.
assigned for one picked from storage temporary storage area. 8.(CCL)Bins with hook type
spreading table. racks from storage area (existing design to be
in spreading and replicated) for hanging in the
cutting room. spreading table where books
6.2 the steel rod is 7.2 Two operators are 8.2 It is now carried to the and other materials can be
inserted in the rolls and assigned for one respective spreading table kept.
then loaded on the spreading table. which is already planned 9.(CCL)Use of spreading
spreading table for that style. sheet sent by the stores to the
6.3 for jacket, face to 7.3 The steel rod is 8.3 According to WO No., cutting (not use new sheet
face laying. For trouser, inserted in the rolls and Lay length is placed. during spreading)
face one way laying is then loaded on the 10.(All Units) End Cutter
done. spreading table. Pneumatic Lifting

Mechanism.
11.(All Units) Ply Counter
Device to be modified and
installed on every spreading
table.
12.(All Units) Meterage
Calculation for Exact Meter
of fabric used in spreading.
13.(All Units) Pneumatic
clamp holding of Plies.
14.(EGL) Spreading from
both the sides of the table.
15. (EGL) Movable clamp
for spreading.
6.4 auto spreading m/c 7.4 Anti-static paper 8.4 Normal Paper is used
is used for solid and the bottom paper ( if not layed for Gerber
thick fabrics especially perforated brown cutting because for Gerber
sheet) is put in the Cutting perforated papers
spreading table before are used.
the spreading of fabric.
6.5 for linen fabrics 7.5 Marker is spread to 8.5 2 cm extra, 1 cm from
max. lay height is 90, check the length. both the sides are left for
for corduroy fabrics, spreading.
max. lay height is 40
and for others max. 120
6.6 lay wise spreading 7.6 Trim the extra 8.6 Cello tape is used to
is decided by the paper in the marker. fix it from all sides.
operator ( the lay having
least number of plies is
layed first)
6.7 the bottom paper ( 7.7 Removing of the 8.8 Width checking is
perforated brown sheet) marker paper and done for the first ply and it
is spread first. The spreading of the fabric. is also taped.
perforated brown sheet
is used for Gerber
cutting purpose.

6.8 markers is spread to 7.8 Check face of 8.8 During spreading

check the length. fabric. fabric face, way of fabric,
length and width is also
checked.
6.9 removing of the 7.9 Fabric is pulled 8.9 If bowing is more in
marker paper and from fabric roll and the fabric, Pin table is
spreading of the fabric spread in the spreading used and it also cut from
according to the lay table according to the the scissor at the starting
plan is done. lay length and number. and then tear from hand.
6.10 weights are put on 7.10 Plain fabric is 8.10 Spreading operator
one end and the other spread normally in the will consult the Issue Slip
end is cut using end spreading table as it in which she will check
cutter( for jacket and does not required Color / Fabric, Roll No.,
trouser fabric) and matching. Shade, Issued Roll length,
tearing is done for light- Planned Plies, Left length,
weight fabrics Damaged.
6.11 end-bits are used 7.11 For strips and 8.11 After the spreading is
for single way marker. checks fabric the completed operator puts
spreading is done in the marker and measured
Veith System machine the length.
using pins for
matching and aligning
the fabric and center
line is matched.
6.12 marker paper is 7.12 Pin setting based 8.12 Ends Bits are stored
spread lay wise. on the repeat size. in the racks and register is
maintained.
6.13 if end-bits are 7.11 Weights are put 8.11 Those end bits are
remained, they are sent on one end and the further used if recut has to
for re-cutting other end is cut using happen.
end cutter( for big
repeat fabric) and
tearing is done for
small checks fabrics.

6.14 Jacket spreading 7.14 Lay No., Lay

hourly prod. Report Qty., and batch no. is
maintained by spreading punched on the
supervisor ( table no., marker.
target, operator name,
hourly prod.)
7.15 For more
accuracy for strips and
checks top pins are put.
7.16 Finally marker is
kept on the top of the
ply for cutting.
7.17 End-bits are kept End-bits are
in the end-bits box at kept in the
the bottom of end-bits box
spreading machine. at the
bottom of
spreading
machine in
FCL.
Inspection Of Lay as Inspection Of Lay as Inspection Of Lay as well 1.(EGL) Spreading and
well as Marker well as Marker as Marker Cutting inspection report
online.
7.1 checking is done if 8.1 Checking is done if 9.1 After receiving the
the lay height is ok and the lay height and Marker quality person
if the height of the lay is alignment is ok. checks for the WO No.,
possible for cutting. Style, and also counts the
total sizes and pieces in
that marker and verifies it
with the lay slip.
7.2 defects in the fabrics 8.2 Defects in the 9.2 He also ensures that
are checked by the fabrics are checked by the placement of the
quality checkers the quality checkers. pieces is approriate or not.
He also counts the number
of parts in the style.

7.3 csv , non-csv 8.3 Csv , Non-csv 9.3 If he finds anything

checking is done checking is done. different or the direction
problem in the pattern, he
rejects the marker.
7.4 if major problem 8.4 If major problem 9.4 A new marker is
occurs, roll exchange is occurs, roll exchange received and again he
done is done. checks for the pieces and
direction.
7.5 marker checking- if 8.5 Marker checking- 9.5 Sometimes he also
patterns are ok, if all the if patterns are ok, if all checks the no of plies.
parts in the gold seal are the parts in the gold
present, if marker seal are present, if
annotations are correct . marker annotations are
correct .
7.6 if marker is not ok 9.6 Checking of way,
then it is corrected and face, and shade of
reprinted and sent by different rolls are checked.
CAD dept.
9.7 After all the
verification, he signs on
the marker and it is ready
for cutting.
cutting Cutting Cutting 1>Cutting 1. (FCL) Removing ‘Cutting
Plan and Plan vs. Actual Plan Report’.
Actual plan 2. (FCL) Cutting book
report is elimination. 3.
made only (FCL & EGL) Labeler should
in FCL. be used instead of marker in
2>Cutting automatic cutting machine.
book is 4. (FCL) Movable stool for
made only straight knife cutting
in FCL and operators while picking parts
EGL. on cutting table apart from
body. 5.
(EGL , FCL& CCL) No
marker for automatic cutter.
6.(CCL)Handling of cut parts

from one section to other

should be done using bins
only 7. (EGL)
Lamination of table for easy
material handling during
cutting.
8. (All Units) Elimination of
the manually operated End
Cutter to Automatic End
Cutter.
8.1 lay is moved from 9.1 Cutting supervisors 10.1 When the Quality
spreading table towards have a cutting book in Person inspection is over
the cutting table which cutting details cutters are on job.
are filled.
8.2 marker is adjusted 9.2 Feeding helper also 10.2 Quality person
on the lay properly fill the cutting book explains the cutters to
checking both sides which contains details match the centre line,
selvages like: W.O No., Width, other matching
F/s H/s, Date, Order requirements, to do the
quantity, Colour, Size, ready cut or block cut.
Marker length, Swatch.
8.3 then the lay is 9.3 Fabric lays with 10.3 Cutters maintain a
separated according to marker is pulled from register in which he writes
the marker plan by transfer table and used the lay no., quantity, No.
cutting for cutting. of ways.
8.4 operators stand at 9.4 For plain fabric 10.4 One register is
both sides of the table Straight knife cutting maintained for three
and maximum 3 (front, back, and tables. Use of register is to
operators are at one sleeve) is ready identify the cutter who has
cutting w.s. cutting. cut the lays during the
time of any problem.

8.5 cutting is started 9.5 Other parts are 10.5 Lays are transferred
from both sides starting block cut (plain to the centre of the table
from selvage cutting by fabric). with the marker and paper
the operators using used before spreading.
straight knife
8.6 small parts like 9.6 For strips and 10.6 Using straight knife
flaps, bones, pockets of checks straight knife machine parts are cut
the fabrics which cutting (back, sleeve) keeping the marker paper
require matching and is ready cut. on the top of every part.
collar of all fabric types
are block cut and then
recut using band knife
8.7 prints in which 9.7 Other parts are 10.7 For plain fabric ready
matching is required, block cut (strips and cutting is done for parts
the patterns in the checks). like front, back , yoke and
marker are separated sleeve.
and then cut by band
knife operators.
8.8 auto-cutter is used 9.8 Than band knife 10.8 For checks and
mainly for trims and the cutting is done for both stripes block cutting is
lining fabrics which plain and strips/checks done prior to ready cut.
have layheight below 40 (for small parts such as
plies collar, cuff, sleeve
placket,etc.).
9.9 Automatic cutting 10.9 Rest all the small
machine is used for parts are block cut in the
mainly plain fabrics. band knife cutting
machine.
Daily WIP report 9.10 Die cutting is 10.10 Gerber cutting
prepared. done for cutting fusing machine is usually used
for for cutting small quantity
cuff,plackets,collars depends upon the priority
for this goldseal and for solids only.
sample's die has been
prepared which is used
frequently.

9.1 the WIP report is 9.11 Once all parts are 10.11 In automatic cutting
updated in MIS cut it is tied along with machine markers are used
marker with waste for identification purpose.
fabric. Gerber machine directly
receives the marker in the
software from the CAD
department.
9.2 cutting quantity 9.12 Finally the cut 10.12 Waste fabrics are
confirmation updated in parts are shifted to collected in the dustbin
SAP. racks. and disposed afterward.
checking of the cut parts Checking of the cut 10.11 After cutting is
for notches, drill marks parts for notches, drill done batch operators take
etc. marks etc. the cut parts.
10.1 A quality checker 10.1 Identification of
is at every cutting w.s. notches in the marker.
for checking the cut
parts for notches, drills
etc.
10.2 after checking he 10.2 Notches and drill
keeps the parts( marks are made in the
sizewise manner) in the fabric using drill
racks below marker machine.
maintains a cutting 10.3 After cutting and
quality check book notch marks the fabric
is shifted to racks.
Load To Batch Display System for Real
Time Inventory Monitoring.
11.1 Cut Parts are
transferred to Batch for
futher Operations.
11.2 Every batch is having
Numbering operator,
fusing operator, relaying
operator and bundling
operator.
11.3 Band knife machine
is also separate for every

batch.
11.4 There is one leader in

every batch who takes
care of all the batch
activites.
stripes and checksfabric Band knife Cut
are sent to matching
trimming table and
small parts are sent for
recutting (collar of all
types of fabric & flaps
and bones of the fabrics
which require matching)
11.1 flaps, bones and 12.1 After Numbering is
pockets are sent for done then is send to the
recutting to the band band knife cutting
knife operator machine for proper
shaping.
11.2 2 band knives for 12.2 Collar, Neck band,
recutting of fabrics cuff, front placket
mainly. 1 band knife is (depends upon style) is
for recutting felt fabric cut in the Band knife
only and ne band knife machine.
for utting
chest piece preparation 12.3 Bundle are received
in modular sewing line from the batch depending
having 10 operators upon style to cut.
14.1 chest piece 12.4 Once the band knife
materils don't come w.o. cutting is over batch
wise,they are sent person comes and matches
separately. the parts with the number
list.
14.2 standard
consumption for chest
piece fabric is given by
CAD. Stores calculate

and summarise and send

the brandwise chest
piece mateials required
for the day.
14.3 spreading of chest

piece fabric is done
using auto-spreader and
cutting by bandknife.
14.4 the sewing
operators take the cut
parts from the racks
below the cutting table
and put it on the tables.
14.5 after sewing they
keep it in the rack. The
bundling operators take
those pieces size-wise
whenever needed.
Numbering summary
for normal and leadtech
orders is prepared by
the concerned operator
15.1 w.o. details is
printed in a small
sticker.( model no.,
style code, w.o. no.,
bundle no., quantity and
serial no. are
mentioned)
15.2 numbering
summary is prepared for
each work order

Numbering / Ticketing Numbering / Ticketing Numbering / Ticketing 1. (FCL and CCL) 5S in parts
inspection, recut and
bundling area.
2. (FCL) Raising the height
of bundle/parts keeping
platform within the reach of
worker without bending.
3. (FCL) Conveyer with
cutting feature for cutting
procon bundling ticket.
16.1 numbering 11.1 Before 13.1 Numbering details
summary is sent along numbering/ticketing are printed by the Data
with the cards( normal SAP entry is done: Entry operator in the size
or leadtech card) coin wise sequence form.
16.2 stickering is done 11.2 Details like order 13.2 Number are started
accordingly ( total 6 no., operation, from 1 and it continues as
operators- 3 per w.s.), 3 confirmation type, the style moves on. Eg. 40
for lining and three for quantity, size, posting - 1, 42 - 2
main fabric. date.
16.3 entering in 11.3 Checking of 13.3 Numbering Machine
stickering size& serial workorder, no. of lays is caliberated according to
no. entry book. (shede and quality. the numbering lay slip.
no., o.no., size, SI no.,
qty., in time , out time,
swatch)
11.4 Printing of bundle 13.4 Once the Numbering
ticket. is put on the fabric the
operator ticks the size in
the slip which has been
completed.
11.5 Arrangement of 13.5 In the last when the
pannel with serial as numbering is completed
per laying. she checks for the
sequences whether it is
corrected or not.

11.6 Numbering of 13.6 There is no color

pannel. code is described, only
white has to be used for
the after dye garments.
11.7 100% Numbering. 13.7 Numbering color
sticker should be same
when we are matching the
parts, eg. Yoke to
shoulder,etc
Relay for Relaying 1. (FCL) Relaying should

Strips/Checks removed by improve the
Spreading process for Checks
and Stripes.
12.1 Fabric lays after 14.1 Pins are used for
block cutting are kept relaying.
on the table.
12.2 Each fabric is 14.2 After block cutting,
picked and placed on all the plies are manually
pins and adjusted. placed with the future line
matching in the pins.
12.3 As per CAD 14.3 When all the plies are
pattern and level each placed in the pins pattern
and every pattern. of that block is placed and
it is inspected.
11.4 Once relaying is 14.4 If all the plies falls
done than front pannel inside the perimeter of the
is open cut by scissor patterns it is handed over
each and every lay to cutter.
seperately.
Trimming 14.5 With matching the 1. (FCL and CCL) Layout
top and base cutter cut the should improve for Less
pieces on the marker line. Material flow.
2. (EGL &FCL) Instead of
ticketing water-soluble stamp
can be used for ticketing.

13.1 Place CAD

pattern to check center
line.
13.2 As per
measurement check the
line.
13.3 Based on selected
line trim the pannels.
13.4 Alignment of
bundles.
panel inspection (100 % Panel Inspection Panel Inspection 1. (FCL) Can club the Panel
of fusible parts) Inspection and Re-cutting
process.
17.1 separate operators 14.1 Place the fabric 15.1 Panel inspection is
for inspecting main facing side. done by the panel
fabric and the lining inspector who is
fabric. responsible for inspecting
all the panels to find out
the defects.
17.2 only fabric defects 14.2 Place in the clip 15.2 Defects majorly are
are inspected. to fix it. weaving defects, stains,
contamination, yarn cut.
bundle no., ply serial 14.3 Inspect the panel 15.3 In panel inspection if
no., size, defective if fabric defects is there is any problem in the
panels-( front, back,side present. panel then, MRS is used
panel, front facing, top to get the fabric from the
sleeve, under sleeve), stores only after end bits
total, production(pass) are not present in the
racks.
17.3 also fusible parts 14.4 Keep the 15.4 Then with the use the
are separated and lapels defective panel aside. cut pieces they again cut
on which so-bar m/cs the panel from the fabric.
are to be used are kept
separately.
so-bar machine for 14.5 Prepare the 15.5 After the panel is cut
stitching the labels of inspection report. is has been numbered the
front lapel (as it remains same code which was of

in the garment till the defected panel.

warehouse)
18.1 operator takes out 15.6 All the large panels

the already put sticker, are 100% inspected
puts on the sticker paper (Front, back, yoke and
and then stitches it on sleeve)
the lapel ( one operator
only)
Fusing Fusing of small parts Fusing 1. (FCL) Point-Spot fusing
instead of entire front placket
fusing.
2. (FCL) Standing chair with
back-rest for ironing
operators.
3. (FC L)Band Knife can be
used for cutting extra
interlining after fusing in
front panel. 4. (FCL)
Instead of component fusing,
entire panels may be fused
and then cut with the band
knife.
5. (EGL) Guide bar for cuff
fusing machine. 6. (EGL)
Use of Stacker to collect
fused parts in the fusing
machine.
19.1 one operator near 15.1 Inter-lining and 16.1 Batch wise bundle is
each w.s. for keeping fabric pannels are taken by the operator to
the fabric and fusing picked from racks and fuse it.
together, checking if the send for fusing.
size of the fusing is
equal to the size of the
fabric

19.2 maximum 8 15.2 For fusing fabric 16.2 Operator collects the
operators for feeding and interlining is interlining which is
the cut parts with the aligned and kept on the already cut and stored.
fusing into the m/c and feeding side of the
2 persons for collecting fusing machine.
them from the m/c.
19.3 m/c1- back,side 15.3 From other side 16.3 Cuff fusing, placket
panel, m/c2- top sleeve, fused fabric is fusing, collar, collar band
under sleeve & small collected from the etc, fusing are done.
parts, m/c3- front, fusing machine.
m/c4- lapel,front
16.4 Incase of stripes and
checks first the interling is
hand fused then again
fused in the automatic
fusing machine.
16.5 On the feeding side
operator holds the stack of
interlining along with the
cut parts which needs to
be fused.
16.6 Collecting side one
operator ensure the
arrangement in the same
order on which it is
placed.
16.7 Once all the fusing is
done, inspection is done
for all the fused pieces.
re-cutting/rejection of Recut of Panels Die Cutting
panels
20.1 panels which are 16.1 Defected panels 17.1 Die Cutting person
found defected are are either rejected or receives the style no and
either rejected or sent send to recutting. total quantity in a sheet of
for recutting. paper.

20.2 defected part is put 16.2 Recut the pannel 17.2 Die Cutting person
on the fabric and cut if defects are present. receives the interlining
using scissor by the which is cut on biased
operator. grain from the interlining
supervisor.
20.3 also the cut parts 16.3 Pick up the end 17.3 From the WO sheet,
which are damaged or bits fabric as per shade Interlining supervisor
misplaced in sewing and roll number. notes down the interlining
department are recut code in a register which
using the hard patterns he uses to get the
on this workstation interlining from the store.
stickering of collar parts 16.4 Place the fabric 17.4 Interlining is spread
with CAD pattern. order quantity wise and
marker is received from
CAD. CAD provides
allowances for die cutting.
20.1 stickering of collar 16.5 Cut the fabric as 17.5 Dies of neck band,
parts is done again on required. collar, placket, sleeve
opposite side so that open, cuff, neck band
after recutting is done patch, collar patch, button
both collar and collar hole of LP and Allen
band has stickers on Solly are there. There is
them. repeatition so only the
repeating styles dies are
there.
recutting of collar ( 17.6 Batch operator brings
block to ready) the cut part like sleeve to
get sleev open with the
help of die.
21.1 a separate band
knife w.s. for cutting
collar only using hard
patterns.
21.2 collar and collar
band prepared.

21.3 the bundling

workers collect the
collar parts for bundling
according to size and
w.o.
bundling(size-wise Bundling Bundling 1. (FCL) Bins in the table
segregation) bottom for proper
arrangement of fabric
bundles and visual
management.
2. (FCL) Bundling should not
be done Before Edge Cutting
and Fusing.
3.(CCL) Bundling book
elimination
4.(EGL) Elimination of
Numbering and Bundling
from Batch Operation to
separate operation to
streamline the process.
22.1 According to the 17.1 Bundling excel 18.1 After the inspection
numbering summary report is made by date is over, bundle cards are
given w.o. wise, the entry operator. used for bundling.
various parts are sorted
by checking serial no.
and size.
19.2 Main fabric parts 17.2 Bundling 18.2 With the use of
are sorted according to allotement is done on numbering slip operator
the serial no. and size the basis of shade of do the bundling.
on next table. fabric, size, lay no.
22.3 They also collect 17.3 Bundling ticket is 18.3 There are different
the trims according to prepared in excel sheet color bundle card.
the details given in and printed by
control sheet and make operator.
separate bundles for
sleeve, front, back,
collar.

22.4 They attach the 17.4 Bundling ticket 18.4 In bundle card they
labels in the lining consists of: Bundle fill the following details:
bundles by checking the No., Size, Lay No., Date, Bundle No., WO
model no. and size. Lay Quantity. No., Style No., Cut No.,
Quantity, Size, SL No.
22.5 w.o. details which 17.5 Bundles are tied 18.5 After filling the
are printed on stickers with waste fabric and bundle card, all the cut
are sent with the put the bundling parts and tied and put
cards(normal or sticker. aside.
leadtech). The stickers
are pasted on the cards
and tied in the
respective bundles.
22.6 the bundles are 17.6 RFID procon is 18.6 There is no limit in
then sent for bundle also used in two the bundle quantity as it
audit sewing lines to feed it depends on the style no
bundling for two line is and size and the WO
done with bundle card quantity.
with i-buttons.
22.7 details entered in 17.7 Procon entry is 18.7 For Export bundle
bundling book ( swatch, has to be done before size is categorised by the
style code, b.no., SI no., final bundling from shade. Shade is divided by
size, qty., In date, spreading, cutting all the shade department
W/no.) the details.
17.8 Finally bundle 18.8 Bundle operator use
slip is generated and the number slip in which
put in the plastic shade is mentioned to
pouch. divided the bundle.
17.9 I-buttons are
scanned and date is
feed in procon
database.
17.10 Finally the
bundle is tied with
waste fabric along with
bundle-slip and kept on
racks.

bundle-audit Bundle-audit Bundling Audit

23.1 control sheet is 18.1 Randomly 19.1 Bundle audit is
verified. bundles are picked and conducted by randomly
audit is conducted. picking the bundle from
the lot.
23.2 gold seal is 18.2 Quality executive 19.2 Then one bundle
verified does the bundle audit audit report is filled by the
and fills the bundle quality person.
audit report.
23.3 bundle tag is 18.3 The bundles
checked which are found
defective are kept
aside.
23.4 checking is done if
all the parts are present
as per gold seal
23.5 w/c label is
checked
Ready To load Ready To load
23.7 after checking the 20.1 After the bundle
parts are kept on a ready audit is over. Operator use
to load racks the trolley to keep it in the
storage area.
20.2 Before dispatching it
to the storage area, quality
person ensures that the tag
and number sticker is
properly placed.
20.3 If in case some
bundle is not having the
bundle card in is
reinserted and transported
to the storage area.
Prepare OCR Prepare OCR Prepare OCR

24.1 The daily output 19.1 The Cutting book 21.1 In the evening the
report sheet is sent to is taken by CAD data register is reveived the
the data entry operator entry operator at actual data is uploaded.
at around 5:30 PM ( around 5:00 PM from
jacket output report Cutting room by
sheet is sent by the herself.
bundling operator head
Roopa and trouser
output report sheet is
sent by the concerned
supervisor)
24.2 The operator 19.2 she enters these 21.2 Data Entry Operator
makes the OCR report data in system and prepares OCR report.
using that sheet makes the OCR report.
19.3 She cut that sheet
of the order in book,
which is completed.
Load to racks Load to racks Load to racks 1. (FCL) Load to racks on
basis of size according to
WO.
20.1 Move parts to 22.1 Storage racks are
rack. divided line wise for easy
retrieval of the cut parts.
20.2 Parts are kept
according to WO.
Issue to sewing Issue to sewing Issue to sewing
25.1 the trolley on 21.1 Issue to cutting is 23.1 Priority wise cut 1. (CCL)Cut parts trolley
which cut parts are based on planning. parts are issued to line by should be redesigned. (open
loaded is sent down to feeding helper. ends lead to falling of cut
sewing floor using lift. parts during travelling)
2. (EGL) Use of wheel
bucket to transport the small
cut parts to the sewing floor.
21.2 On the base of
priority and wip among
cutting/sewing the cut
parts are issued to

sewing.
Current State
177
31
No. of No. of activities

processes
BENCHMARKED PROCESSES
Sr. No. PROCESS CCL FCL EGL IN PROCESS / DEVIATION

1 Receive daily plan from planning dept. ✓ ✓ ✓
Receive WO sheet,Cutting plan(Control sheet for jackets), Visual Inspection report,Roll

2 ✓ ✓ ✓ Use Of Control Sheet for jacket
details,Bill of Material, Sampling Shrinkage report, Design approval card from stores.
Trims and fabric are kept in

3 Receive fabric and trims from stores ✓ ✓ ✖
Temporary Storage area
4 Receive marker from CAD ✓ ✓ ✓
5 Spreading ✓ ✓ ✓
6 Inspection of lay ✓ ✓ ✓
7 Cutting ✓ ✓ ✓
8 Numbering / Ticketing ✓ ✓ ✓ Batch operation has to be stoped
9 Panel Inspection ✓ ✓ ✓
10 Fusing of small parts ✓ ✓ ✓ Batch operation has to be stoped
11 Bundling ✓ ✓ ✓ Batch operation has to be stoped
12 Prepare OCR ✓ ✓ ✓
13 Storage In The Racks ✓ ✓ ✓
14 Issue to sewing ✓ ✓ ✓
✓ Benchmarked Practice

PROPOSED LEVEL 2
PROPOSED LEVEL 2
CUTTING
Sr.
PROCESS Alternative Process
No.
1 Receive daily plan from planning dept.
Receive WO sheet,Cutting plan(Control sheet for jackets),
Visual Inspection report,Roll details,Bill of Material, Lay slip printing from
2
Sampling Shrinkage report, Design approval card from Intellocut
stores.
3 Receive fabric and trims from stores Roll allocation
4 Receive marker from CAD
5 Spreading
6 Inspection of lay
7 Cutting
8 Numbering / Ticketing
9 Panel Inspection
10 Fusing of small parts
11 Bundling
12 Prepare OCR
13 Storage In The Racks
14 Issue to sewing

PROPSED LEVEL 3
PROCESS
Receive daily plan from planning dept.
1.1 Planning department sends the daily plan according to the line WIP
and priority.
1.2 Cutting department does the work planning accordingly for the next
day work orders.
1.3 If there is any change in daily Plan, It is sent by Planning dept. to
Cutting dept. by Mail.
Receive WO sheet,Cutting plan(Control sheet for jackets), Visual
Inspection report,Roll details,Bill of Material, Sampling Shrinkage
report, Design approval card from stores.
2.1 Supervisor receives these sheets from material inhouse person of
stores.
2.2 Checking is done if the w.o. details ok.
2.3 Crosschecking with the control sheet(for jackets) if the size-wise
quantity details in the marker planning are ok.
2.4 A tick-mark is done against each size if ok
2.5 Material request through palnning to stores by the sub-supervisor

after checking the consumption report
2.6 W.O. allocation is done according to the WIP of the tables. If all the
tables are available then acc. the capacity of each table w.o. is assigned.
2.7 Manpower allocation is done according to the experience of the

operators by the supervisor.

Receive fabric and trims from stores

3.1 Inhouse team of stores sends the fabrics, trims
(lining,fusing&pocketing material) and sheet with list of fabric roll to be
delivered required for that W.O.
3.2 Moving trolly to be used for the transfer of materials from stores to
cutting.
3.3 Cross-checking of fabric is done as per the WO and rolls are loaded
on the racks according to planning.
3.4 Store carry a register while giving fabric to CAD and gets it signed by a
cutting person(supervisor).
Receive marker from CAD
4.1 CAD provides the marker to the cutting department according to the
plan/priority and update in MIS report.
4.2 Markers for spreading and cutting department is kept in the CAD box/
Marker box in cutting room.
4.3 Marker is matched with cut plan and its width is checked if ok used
for final cutting.
Spreading of fabric
5.1 Fabric rolls are picked up from the storage area and iron rod is
inserted and loade on the spreading table.
5.2 Anti-static paper the bottom paper ( perforated brown sheet) is put
in the spreading table before the spreading of fabric and marker is spread
to check the length.
5.3 Removing of marker paper,checking face of fabric aand then spreadig
of fabric.
5.4 Plain fabric is spread normally in the spreading table as it does not
required matching.

5.5 For strips and checks fabric the spreading is done in Veith System
machine using pins for matching and aligning the fabric and center line is
matched (according to repeat size).
5.6 All End-bits should be kept at a particular place.
Inspection of lay
6.1 Checking is done if the lay height and alignment is ok.
6.2 Defects in the fabrics are checked by the quality checkers.
6.3 Csv , Non-csv checking is done.
6.4 If major problem occurs, roll exchange is done.
6.5 Marker checking- if patterns are ok, if all the parts in the gold seal are
present, if marker annotations are correct .
Cutting
7.1 Fabric lays with marker is pulled from transfer table and used for
cutting.
7.2 For plain fabric Straight knife cutting (front, back, and sleeve) is ready
cutting.
7.3 Other parts are block cut (plain fabric).
7.4 For strips and checks straight knfe cutting (back, sleeve) is ready cut.
7.5 Other parts are block cut (strips and checks).

7.6 Than band knife cutting is done for both plain and strips/checks (for
small parts such as collar, cuff, sleeve placket,etc.).
7.7 Automatic cutting machine is used for mainly plain fabrics.
7.8 Die cutting is done for cutting fusing for cuff,plackets,collars for this
goldseal sample's die has been prepared which is used frequently.
7.9 Once all parts are cut it is tied along with marker with waste fabric.
7.10 Finally the cut parts are shifted to racks.
7.11 Checking of the cut parts for notches, drill marks etc.
7.12 Cutting quantity confirmation updated in SAP.
Numbering / Ticketing
8.1 Before numbering/ticketing SAP entry is done: coin

8.2 Details like order no., operation, confirmation type, quantity, size,
posting date.
8.3 Checking of workorder, no. of lays and quality and printing of bundle
ticket.
8.4 Printing of bundle ticket.
8.5 Arrangement of pannel with serial as per laying.
8.6 Numbering of pannel.
Panel Inspection
9.1 Place the fabric facing side.
9.2 Place in the clip to fix it.
9.3 Inspect the panel if fabric defects is present.
9.4 Keep the defective panel aside.
9.5 Prepare the inspection report.
Fusing of small parts
10.1 Inter-lining and fabric pannels are picked from racks and send for
fusing.
10.2 For fusing fabric and interlining is aligned and kept on the feeding
side of the fusing machine.
10.3 From other side fused fabric is collected from the fusing machine.
Bundling
11.1 According to the numbering summary given w.o. wise, the various
parts are sorted by checking serial no. and size.
11.2 Main fabric parts are sorted according to the serial no. and size on
next table.
11.3 They also collect the trims according to the details given in control
sheet and make separate bundles for sleeve, front, back, collar.
11.4 They attach the labels in the lining bundles by checking the model
no. and size.
11.5 w.o. details which are printed on stickers are sent with the
cards(normal or leadtech). The stickers are pasted on the cards and tied
in the respective bundles.

11.6 the bundles are then sent for bundle audit

11.7 details entered in bundling book ( swatch, style code, b.no., SI no.,
size, qty., In date, W/no.)
11.8 Randomly bundles are picked and audit is conducted.
11.9 Quality executive does the bundle audit and fills the bundle audit
report.
11.10 The bundles which are found defective are kept aside.
Prepare OCR
12.1 The Cutting book is taken by CAD data entry operator at around
5:00 PM from Cutting room.
12.2 she enters these data in system and makes the OCR report.
12.3 She cut that sheet of the order in book, which is completed.
Storage In The Racks
13.1 Move parts to rack.
13.2 Parts are kept according to WO.
Issue to sewing
14.1 Issue to cutting is based on planning.
14.2 On the base of priority and wip among cutting/sewing the cut parts
are issued to sewing.
Proposed State
86
14

SUMMARY
Level 2 - Cutting
1-ENVA Receive daily plan from planning department 1-ENVA Receive daily plan from planning dept.
Receive WO sheet,Cutting plan(Control sheet for
jackets), Visual Inspection report,Roll details,Bill of
WO is received from stores
Material, Sampling Shrinkage report, Design
2-ENVA 2-ENVA approval card from stores.
3-NVA WO match with BCDS 3-ENVA Receive fabric and trims from stores
4-NVA MRS to Store from Cutting supervisor. 4-ENVA Receive marker from CAD
5-ENVA Receive fabric and trims from stores 5-ENVA Spreading
6-NVA Rolls are received from the temporary storage area 6-NVA Inspection of lay
7-NVA Contrast Book Entry 7-VA Cutting
8-NVA Check the bond strength of fusing material 8-ENVA Numbering / Ticketing
9-NVA Lay slip printing from Intellocut 9-NVA Panel Inspection
10-ENVA Receive marker from CAD 10-VA Fusing of small parts
11-NVA WIP and Table plan 11-NVA Bundling
12-ENVA Spreading of fabric 12-NVA Prepare OCR
13-NVA Inspection Of Lay as well as Marker 13-NVA Storage In The Racks
14-VA Cutting 14-ENVA Issue to sewing
15-NVA Load To Batch
16-NVA Daily WIP report prepared.
17-NVA Checking of the cut parts for notches, drill marks etc.
18-ENVA Band knife Cut
19-ENVA Numbering / Ticketing
20-ENVA Relay for Strips/Checks
21-ENVA Re - cutting
22-NVA Trimming
23-NVA Die Cutting
24-NVA Panel Inspection
25-VA Fusing
26-NVA Bundling
27-NVA Bundling Audit
28-NVA Ready To load
29-NVA Prepare OCR
30-NVA Load to racks
31-ENVA Issue to sewing
VA=2 (2/31)*100 6.45% VA=2 (2/14)*100 14.20%

ENVA=10 (10/31)*100 32.20% ENVA=7 (7/14)*100 50%
NVA=19 (19/31)*100 61.29% NVA=5 (5/14)*100 35.70%

Current State VA
Proposed State
7%
VA
NVA 14%
ENVA 36%
32%
NVA ENVA
61% 50%

LIST OF IMPROVEMENTS
1. Display System for Real Time Inventory Monitoring.
Description: Information to be used by the operator, working in the cutting department to monitor the
sewing WIP to make workforce aware of the target. To get the actual data regarding total quantity,
working in progress, remaining pieces to be done.
Problem Identified: Lack of visibility of information about the quantity to operators.
Suggestion: Use of display screen to make operator aware of targets to be achieved.
Benefits:
 Actual scenario with real time information.

 Batch wise target display.
 Easy to monitor the priority condition.
 Operator awareness and efficiency required rate identification.
2. End Cutter Pneumatic Lifting Mechanism.
Description: Use of pneumatic cylinders to lift the end cutter guides to make it easy for the spreading
operator.
Problem Identified: Due to the weight of the guide and machine every time operator has to put lot of
effort in lifting the machine.
Suggestion: Use of pneumatic cylinder to lift the guides with a press of a button.
Benefits:
 Less operator fatigue.
 Appropriate lifting
 Proper material handing on the end sides.

3. Ply Counter Device to be modified and installed on every spreading table.
Description: Ply counter device is required to ensure the actual number of plies which has already
spread.
Problem Identified: There is no actual record of the total plies spread. Operator use to memorise the
plies which sometimes create problem to re – count the plies.
Suggestion: Installation of the plies counter on each table near the end cutter to get the information
about the number of plies spread.
Benefits:
 Accurate number of plies in every spread.
 No need to re count the plies.
 Time reduction in the spreading process.
4. Meterage Calculation for Exact Metre of fabric used in spreading.
Description: Meterage records for every roll which is spread on the table to calculate the total number
of meters spread and also to rectification the fabric roll length from every roll.
Problem Identified: There is no record of the actual meters spread in one WO. To make the actual
metre count and also track the end plies there was a requirement of a system.
Suggestion: Meterage calculating instrument should be implanted on every spreading table.
Benefit:
 Data of exact meterage of spread plies.
5. Pneumatic clamp holding of Plies.
Description: Holding of plies on the end of the fabric lay is mandatory to hold maintain it during the
spreading. Clamping is done manually every time and it takes effort to remove and place the weight
again on the lay.

Problem Identified: Operator has to manually do the replacement of the weight again and again which
consumes lot of effort from operators end.
Suggestion: Use of pneumatic clamps for holding the fabrics on the end of the spreading.
Quantification:
• Time taken in manually lifting the weights back and forth for 1 ply: 7 sec
• Time taken in lifting the weight pneumatically for 1 ply : 5 sec
• Total time saved for 1 ply : 2 sec
• Considering 10500 plies are spread per shift, total time saved= (10500 * 2)
• = 21000 seconds i.e. 350 minutes i.e. almost 6 hours.
• Ergonomic aspects:
• The process of lifting the loads has to be done for every ply . It serves as a tedious work with great
possibility of ergonomic diseases.
• Musculoskeletal disorder is most likely to occur in spreading operators. Carpal tunnel syndrome is
also common .
• By automating the lifting process, the risk for these diseases reduces to a great extent.
• ROI: to install the pneumatic ply holding system, Rs. 15000 /- will be needed. This can be
installed in 1 month easily.
Time taken to lift the weight per ply

8
4 Time taken to lift

the weight per ply
2
0
Present State Future State
Benefits:
 Reduce operator fatigue.
 Accurate holding of plies.
 Les time taking.
 Easy to operate.

6. Lamination of table for easy material handling during cutting.
Description: Spreading table is having very rough surface which makes it difficult for cutter to
maintain the same length and width of lay during transfer for cutting and also it obstruct the straight
knife cutting machine to move smoothly.
Problem Identified: Obstruction during the straight knife cutting process as surface is not smooth and
also during the lay transfer.
Suggestion: Lamination of the top surface of the table with hard plastic sheet.
Benefits:
 Smooth handling of straight knife machine.
 Less friction and easy to transfer for cutting.
 Easy to operate machine for curve portions.
7. Spreading from both the sides of the table.
Description: To utilise the space of the spreading table installation of spreader on both the sides of the
table.
Problem Identified: Capacity of cutting is being planned to increased, so to increase the capacity of
fabric being spread we need more spreaders, so there is a need of extra space.
Suggestion: Instead of increasing the number of tables we can put the spreader on both the sides of the
tables.
Benefits:
 No need of extra tables
 Space is being saved
 Capacity of spreading increases.
8. Movable clamp for spreading.

SAME AS ABOVE

9. Guide bar for cuff fusing machine.
Description: Use of guides in the loading and unloading area to reduce one manpower from the fusing
machine.
Problem Identified: Extra Manpower just to collect the pieces in an appropriate manner.
Quantification: Salary of 1 picking operator: Rs. 6000/month. In 1 year: Rs. 72000
• Let us assume the money required in the installation of guides and sliders is Rs. 10000.
ROI: in 2 months the money will be retrieved
Suggestions: Use of guides on both the sides to get the pieces stack according to the serial number.
Benefits:
 Reduction of one manpower.
 Cost Saving.
10. Use of Stacker to collect fused parts in the fusing machine.
Description: Stacker System is the ideal complement for the modern fusing machine. By using a
stacker system, waiting times and operators are decreased. Small and large parts succeeding each other
can be stacked. As the stacker system works automatically, fusing does not depend on operator’s
unloading speed.
Problem Identified: In the fusing machine, currently for fusing of different parts together at a time 4
feeding operators and 4 picking operators are there.
Suggestions: A Stacker System can be implemented in the fusing machine itself. The Stacker will help
separating the different fused parts. As the system works automatically so there is no dependency for
the unloading operator’s speed so the fused parts can be assembled at a place together and the feeding
operator can pick the fused parts after his/her feeding is completed..
• Quantification: There is no requirement of the picking operators.
• Considering there were 4 picking operators. salary of 1 picking operator : Rs. 6000/month. So for 4
operators Rs 24000.
• In 1 year Rs. 288000 can be saved

• ROI: stacker installation might take around rs 40,000. can be retrieved in 2 months very easily.
Benefits:
 Operator elimination
 One operator can do multiple tasks
 Cost reduction that can be achieved by reducing the number of operators.
 Low chance of the different fused parts being mixed as the stacker will make appropriate
selections.
11. Extra embroidery frames to be used in embroidery machine.
Description: Embroidery is being done with frames attached on the machine,now every time the
embroidery is complete to put the second lot we need to remove the fabric from the frames and put it
into the other frames.
Problems Identified:
 Changeover time is more

 Embroidery capacity need to be increased
Suggestions:
Extra frame to be attached in the same machine so that when one fabric is being embroidered another
can be loaded on the extra frames ,so as soon as the one lot embroidery is done another lot will go in.
Quantification:
Before implementation:
• 800 pcs were produced in 7 hrs
After implementation
• 800 pcs were produced in 5 hrs
• So, 2 hrs were saved in 1 shift
If in 5 hrs 800 pcs are produced
So in 1 hr 114 pcs will be produced , that means in 2 hrs 228 pcs are produced.

Embroidery cost= 3 rps/pc( on avg)

So for 228 pcs ; Rs. 684 / day
For 1 month: 684 * 26(working days) = Rs. 17784
So in 1 year : (17784*12) = Rs. 213408
Embroidery department has 3 machines and it takes place in 3 shifts so,
(3*3*213408)= Rs. 1,920,672 per annum.
Benefits:
 Changeover time is reduced.
 Capacity of embroidery increases.
12. Water soluble paper instead of plastic to be used for washable garments.
Description: Paper for backing embroidery parts now is of normal plastic which has to be removed
after embroidery is done
Problems identified:
 Plastic removal sometimes lead to loose stitch

 Sometimes plastic remain their under embroidery
Suggestions: Water soluble paper to be used as backing for embroidery atleast for washed style.
Benefits:
 No loose stitch
 Automatic removal of backing paper.
 Quality of garment is good.

13. Cutting sheet should include trim fabric swatch and its placement details.
Suggestion: The interlining code, trims fabric placement details, trims fabric swatch should be
mentioned on the cutting sheet itself.
14. Shade Card to be used for the proper identification of rolls which are stored in the
temporary storage area.
Description: The fabric being issued from stores to cutting is kept in racks (temporary Storage area)
retrieval of which is done through work order sheet held by Cutting department.
Problems Identified: For retrieval they need to search the fabric code which is written on each roll
but when they are put into racks the visilbility is deemed for the one who is searching for the fabric
which increase the time for search.
Suggestions: To use shade cards having different codes eg: A, B, C, D, E etc. This will make the
identification of the fabric rolls much easier and will the withdrawal of the fabric roll will also be done
easily. According to the shades the spreading can be done very easily.
Benefits:
 Time saving
 Easily identified
 Less possibility of the rolls getting mixed
15. Elimination of the manually operated End Cutter to Automatic End Cutter.
Description: Use of Automatic End Cutter is needed. Eastman's Auto Track Falcon II , an automatic
end cutter offers automatic traversing of the cutting head and an automatic lift feature. Both features
enhance cycle time and throughput in comparison to manually-operated models. The remote control

enables the operator to activate the Auto Track Falcon's cutting cycle as soon as the operator is finished
pulling the ply down the table.
Specifications:
Table Widths Available 48-144 in. (1.22-3.66m)

Motors 110V, 1ph, 50/60 Hz
220v, 1ph or 3ph, 50/60Hz
Horsepower 0.15hp
Weight with Track & Lifters 250 lbs. (113.40kg)
Standard Features Auto Start/Stop, Ply Counter, Speed Setting, Compression Foot,
Remote Control
Options Auto Lifter, Foot Pedal, Material Alignment
Blade Size 4 in. (10.2cm)
Cutting Capacity 1.25 in. (3.20cm)
Problem identified: Currently normal end cutter is used that means manually the ply ends are cut by
the operators. This makes the operators more tired and more time is also consumed for the same.
Suggestions: The automatic end cutter is installed, a lot of time might also be saved and in that time,
spreading for another fabric can be easily done.
Benefits:
 Less operator fatigue as the operator need not cut the end manually.
 Time saved in end cutting

 Easy to operate.
16. Intellocut Entry should be initiated for Allen Solly orders.
Description: intelloCut is intelligent material planning and optimization software. This software is
used for all the brands apart from Allen Solly. It being a domestic brand with heavy bulk orders,
intelloCut is not used rather entry is done manually since a lot of data entry is needed.
Problem Identified: For Allen Solly also intelloCut used be used. A standard must be maintained
throughout because the factory is a world class manufacturing factory. There should be a uniformity
maintained.
Suggestions: For Allen Solly intelloCut should be used as well.
Benefits:
 Uniformity maintained throughout the factory

 Efficient cut plan
 Efficient fabric consumption
16.1. Sub Improvement: Use of single format for Table Plan and Spreading Sheet.
Description: By using intelloCut for Allen Solly as well the table plan that is being used currently can
be eliminated fully. Benefits:
 Paper usage reduction
17. Spreading and Cutting inspection report online.
Description: Currently spreading and cutting inspection reports are made manually. A book is
maintained for the inspection report and all the updating is done in the book only. And when needed the
operated has to travel to hand over the report to the concerned person.

Problem identified: Spreading and cutting inspection reports are made manually. There are chances of
the report being misplaced, damaged etc as it is on paper.
Suggestion: The spreading and cutting reports should be done online. The factory has a good MIS
through which the inspection report can be made online easily.
Benefits:
 Paper consumption can be saved.

 Time saving
 Accurate information
 Updating the inspection report becomes quite easy.
 Can be shared very easily and in no time
19. Use of wheel bucket to transport the small cut parts to the sewing floor.
Description: For the transport of small cut parts polythene bags are used and they are pulled around.
Wheel bucket trolley should be used to carry the cut parts. Wheel bucket trolley is the same kind of
trolley that is being used in departmental stores to carry the groceries.
Problem identified: Polythene bags are used to carry the small cut parts from one place to another.
Carrying the cut parts in polythene bags can damage the cut parts. Moreover the entire process is
unethical and not eco friendly.
Suggestions: Instead of the polythene, a Wheel Bucket Trolley can be used.
Benefits:
 Fabric cut parts will not get damaged

 Eco friendly way
 Make the process of transportation faster
 Easy transportation
 Less operator fatigue

20. Elimination of Numbering and Bundling from Batch Operation to separate operation
to streamline the process.
Description: The operation after cutting is divided into 6 batches namely A to F and each batch is
responsible for each production floor. The movement of the operations after cutting till feeding on the
production floor is sort of complex.
Problem identified: The operations are divided batch wise due to which every operator is responsible
for all the work after cutting till feeding at the production floor due to which the amount of operator
work done and efficiency cannot be calculated.
Suggestion: The numbering and bundling operation should be clubbed together.
Benefits:
 Easy material movement

 Operator work done can be calculated easily
21. Auto roll changer (Chain system) to reduce the time to change the roll for
spreading.
Description: For spreading of the fabric the fabric roll is brought and a rod is inserted in between the
roll and is then lifted up to the table and placed at the end.
Problem identified: The fabric roll is lifted to the table and then placed to be spread. And after the
fabric from one roll is finished, that roll is removed and again the next roll is lifted and placed.
Suggestion: Instead of lifting and placing and changing the roll every time the roll fabric gets finished
an auto roll changer should be installed. Auto roll changer is a vertical trolley where 6 fabric rolls are
placed horizontally, 3 on one side and 3 on the other. These 3 3 rolls are placed in an elliptical chain
like structure. A lever is attached to the side of the trolley. This lever will be responsible for the
movement of the fabric roll in the elliptical chain and thereby making the rolls exchange places. So for
spreading, the fabric rolls will be spread from the trolley itself and after one roll is finished, the lever
will be rotated and the next fabric roll will come to the top and then that roll will be spread and so on.

Benefits:
 Time will be saved as again and again the roll need not be lifted and placed.
 6 rolls can be spread at a time, thereby will again save time
 Less operator fatigue as the operator need not bend down and lift the roll after completion of each
roll.
22. Removal of edge cutting operation in cutting room and clubbing it to sewing
operation
Present State: One Single needle edge cutter is installed in the cutting room for the edge cutting of the
collar.
Suggestion: To club the edge cutting operation with the sewing operation with SNLS. A trimmer will
attach next to the needle head. As the fabric gets stitched its edge will be trimmed off just like I over
lock machines.
Quantification-Removal of NVA:
Let us assume, to cut the edge of 1 piece of garment part 8 sec are required.
So in 1 min = 7.5 pcs will be cut ( 60sec/8sec)
Therefore in 1 hr, 7.5 * 60= 450pcs
Total no of working hours per shift = 8 hrs
So in 8 hrs, 8*450 = 3600 pcs
That means 3600 pcs of edge cutting will be saved and clubbed with the sewing operation that will take
no extra time to cut the edge.
Elimination of machine and manpower:
Let us assume that the installation of the edge cutter in the SNLS will cost Rs. 2000/-

In cutting room there is 1 operator and 1 SNEC that is installed for the edge cutting, but since now
the process is clubbed, there is no need of the operator and machine.
Operator’s salary / month= Rs. 6000/-
Cost of SNEC machine = Rs. 35000/-
In 1 years total money = (6000 * 12) + 350000 = Rs. 1,07000/-
Total money saved = 107000 – 2000 = Rs. 105000/-
ROI: the ROI will be retrieved in less than 15 days.
Benefit :
 Money saved
 Time saved
 Operator elimination
23. Clubbing panel inspection with the relaying process
Present state: the panel inspection and relaying process are done differently in the cutting room.
Suggestion: to club these 2 processes together. The relaying operator will be responsible for panel
inspection as well.
Quantification-Elimination of NVA
Let us assume,
Time taken for relaying of 1 ply: 12 sec
Let us consider 1 bundle has 60 plies
So time taken in relaying 1 bundle = 12*60 = 720 sec i.e 12 minutes
Similarly,

Time taken for panel inspection of 1 ply: 6 sec
So time taken in panel inspection of 1 bundle = 6*60 = 360 sec i.e. 6 min
Along with this there will be certain amount of waiting and transportation time for each bundle. Let us
take the additional time as 4 minutes.
So total time spend: 12+6+4= 22 minutes
On clubbing the 2 operation together:
Time taken to relay and inspect the panel of 1 ply: 15 sec
So time taken in relaying and panel inspecting of 1 bundle= 15* 60= 900 sec i.e. 15 minutes
Total time saved: 22 – 15= 7 minutes
7 minutes are saved per bundle.
I.e. 7 seconds per ply is saved.
Considering that 10,500 plies are relayed and inspected per shift
So total time saved: (10500*7) = 73500 seconds i.e. 1225 minutes i.e. 20 hours.
Time for 2.5 shifts can be saved.

25
20
Waiting time and

15 transportation time
Panel Inspection
10
Relayering Time
5
0
Present State Future State
• Manpower elimination:
• On clubbing the operation, the need of panel inspecting operator is eliminated as the relaying
operator will be responsible for the panel inspection as well.
• Considering there are 4 panel checkers. The cost of 4 operators is saved.
• Salary of 1 panel checker: Rs. 6000/-
• So for 4 operators 24000/-per month .In 1 year Rs 2,88000/-
• Let us assume that the relaying operator will get Rs. 500 /- per month increment in the salary. So
for 4 relaying operator: Rs. 2000 /-. In 1 year Rs. 24,000/-
• Total money saved : 2,88000 – 24000 = Rs 2,64000/-

RESEARCH LIMITATION
• Duration of the project was less due to which some improvements were not implemented.
• The initial cost of few improvements was higher due to which improvements related to automation
were not implemented.
• Unavailability of stakeholder during every decision making process.
RESEARCH CONCLUSION
• CAD and Cutting departments have wide range of scope of improvement.
• Great possibility of automization but high investment cost.
• Fusing and Embroidery are the bottleneck of the cutting room.
• Quality parameters can be maintained if we negotiate with suppliers and factory agrees on
common norms.

REFERENCES
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[2]:Tony Manos; Value Stream Mapping-an introduction; pg 1.
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mosharraf80@yahoo.com ****Prosenjit Mondal and Syed Anwarul Islam, Department of Industrial and
Production Engineering (IPE), Rajshahi University of Engineering and Technology, Bangladesh
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Keywords: - Value Stream Mapping, Cycle Time, Production Process, Wastages, Bottleneck Operation

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PROCESS MAPPING OF CAD & CUTTING DEPARTMENT FOR PROCESS STANDARDIZATION AND WASTE ELIMINATION

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Sr. No. Title Page No.

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Why Process Map?

How to Process Map

A process is a series of steps or actions performed to achieve a specific purpose.

• A process can describe the way things get done.

• Most processes today are undocumented. Document processes.

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• Analyze and improve on processes.

• Assemble the Team.

• Agree on which process you wish to process map.

• Agree on the purpose of the process.

• Agree on beginning and ending points.

• Agree on level of detail to be displayed.

• Start by preparing a narrative outline of steps.

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 Decrease in Productivity due to increase in manufacturing lead time.

 Grab the opportunity in development in simple changes to the value stream.

 Reduce the chances of reoccurrence of past errors.

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Some important terms related to process mapping:

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1. Identify the product.

2. Create a current VSM

3. Evaluate the current map, identify problem areas.

4. Create a future state VSM.

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5. Implement the final plan.

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There are four stages of implementing the Process Mapping technique.

1. Identify what product or family of products to be mapped.

2. Draw the current stage of the processes (current Process Mapping).

3. Identify where the improvements can be done to eliminate waste.

4. Draw and implement the future Process Mapping.

Benefits of Process Mapping approach:

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Why process map?

CONSTRUCTION OF PROCESS MAPS

Types of Process Map

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Preparation for Process Mapping

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e) Select and define the limits of the study

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Constructing a Process Flowchart

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f) It is generally useful to map:

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REPORT STUDY ANALYSIS

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MARKER QUALITY INSPECTION

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INTERNAL SUPPLIER-CUSTOMER SATISFACTION - Performance Measurement

ENVA = 7 (7/12)100 58% ENVA=5 (5/9)100 55.55%