7 Group 10 - Implementation of Lean Tools

Department of Textile Engineering
APPLICATION OF LEAN METHODOLOGY IN STITCHING,

PACKING AND DYEING PLANT
Group No. 10 Batch:2016-2017
Name Seat No.
MUHAMMAD AZEEM TS-002
AYESHA SOHAIL TS-019
MUHAMMAD AAQIB TS-050
AREEBA ARSHAD TS-059
Internal Advisor: Dr. Shenela Naqvi (Asst. Professor)
DEPARTMENT OF TEXTILE ENGINEERING
NED UNIVERSITY OF ENGINEERING AND TECHNOLOGY
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CERTIFICATE
APPLICATION OF LEAN METHODOLOGY IN STITCHING,

PACKING AND DYEING PLANT
Submitted in partial fulfillment of the requirement of degree of Bachelor of Textile
Sciences.
Group No. 10 Batch: 2016-2017
Name Seat No.
MUHAMMAD AZEEM TS-002
AYESHA SOHAIL TS-019
MUHAMMAD AAQIB TS-050
AREEBA ARSHAD TS-059
___________________________ ___________________________
Internal Advisor(s) External Advisor
___________________________ ___________________________
Examiner - 1 Examiner - 2
DEPARTMENT OF TEXTILE ENEERING
NED UNIVERSITY OF ENGINEERING & TECHNOLOGY
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ACKNOWLEDGMENT
We, the students of NED University of Engineering and Technology express our deep
sense of gratitude to (Chairman, Textile department) and our teacher Engr. Dr. Shenela
Naqvi (Assistant Professor) for their sincere guidance and inspiration.
We are sincerely thankful to Mr. Azam Amin (Manager Quality Management System), Ms
Quratulain (Manager HR) and Mr. Suleman Javed (Assistant Manager Quality
Management System) along with Mr. Haris Ahmed Siddique (Senior Executive Officer
Quality Management System) for there continues help and guidance during the project and
provides ease of hand during the collection of data and implementation of changes.
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ABSTRACT
The project is based on simplified approach to process improvement by using Lean

Manufacturing tools. This project is performed at Feroze1888 Mills Limited, in the
Stitching, Packing and Dyeing department. We have chosen a combination of 5S, Visual
Management and Line Balancing to improve the processes. These departments are facing
different problems like rework and rejection and non-value-added work etc. These different
problems are identified by using numerous production tools like process analysis, layout
of workstation, time and motion study and simulation of production lines. Applying lean
tools and providing corrective action plans improved the previous score of implemented
lean tools rating in the departments.
The result shows the significant improvement in the lean scores of the mention departments
of the industry.
Dyeing department improved working layout is proposed and respective suggestions for
improvement have been given.
Sustainability in the dyeing department is need with respect to 5S and sustainability in the
stitching packing and dyeing department needed with respect to line balancing.
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CONTENTS
CHAPTER 1 INTRODUCTION ...................................................................................... 12
1.1 PROJECT AIM .................................................................................................. 12
1.2 PROJECT OBJECTIVES ....................................................................................... 12
1.3 PROJECT BACKGROUND AND IMPORTANCE .............................................. 12
1.4 PROJECT PLANNER ............................................................................................ 14
CHAPTER 2 LITERATURE REVIEW ........................................................................... 16
2.1 WHY IT’S NEEDED .............................................................................................. 16
2.2 COMPETITIVE BENEFITS OF LEAN MANUFACTURING ........................ 17
2.3 5S........................................................................................................................ 18
2.3.1 CASE STUDY REGARDING 5S ......................................................................................... 19
2.4 THE OVERALL LEAN APPROACH .............................................................. 21
2.5 ELIMINATING THE WASTES ........................................................................ 22
2.6 PREVIOUS PROJECTS RELATED TO LEAN ............................................... 23
2.7 LEAN IMPLEMENTATION MODEL .................................................................. 25
CHAPTER 3 5S ................................................................................................................ 26
3.1 SCOPE .................................................................................................................... 26
3.2 PROBLEMS IDENTIFIED IN THE STITCHING, PACKING AND DYEING
DEPARTMENT............................................................................................................ 26
3.3 METHODOLOGY AND DATA COLLECTION.................................................. 31
3.3.1 SORT .............................................................................................................................. 31
3.3.2 SEITON – SET IN ORDER ................................................................................................ 34
3.3.3 SET IN ORDER ................................................................................................................ 36
3.3.4 SEISO – SHINE................................................................................................................ 38
....................................................................................................................................... 39
3.3.5 SEIKETSU – STANDARDIZE ............................................................................................. 41
3.3.6 SUSTAIN ........................................................................................................................ 43
3.4 OUTCOME ............................................................................................................. 43
3.5 AUDITS THAT WERE PERFORMED ................................................................. 43
3.6 STEPS TO IMPLEMENT 5S ................................................................................. 44
3.6.1 STEP 1 IDENTIFYING CURRENT SITUATION ................................................................... 44
3.6.2 STEP 2 PLANNING AND PREPARATION ......................................................................... 44
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3.6.3 STEP 3 IMPLEMENTATION ............................................................................................ 44

3.6.4 STEP 4 FOLLOW UP ....................................................................................................... 44
3.7 WORK INSTRUCTIONS FOR 5 ‘S’ IMPLEMENTATION IN STITCHING,
PACKING AND DYEING UNIT ................................................................................ 45
3.7.1 DAILY ACTIVITIES ........................................................................................................... 45
3.7.2 WEEKLY ACTIVITIES ....................................................................................................... 45
CHAPTER 4 VISUAL MANAGEMENT ........................................................................ 47
4.1 INTRODUCTION .................................................................................................. 47
4.2 VISUAL MANAGEMENT WITH DATA DISPLAYS ........................................ 47
4.3 VISUAL MANAGEMNET WITH MARKINGS .................................................. 48
4.4 VISUAL MANAGEMENT WITH TOOLS AND PARTS ................................... 49
4.5 VISUAL MANAGEMENT USING BOARDS ..................................................... 49
4.5.1 EXAMPLES OF VISUAL MANAGEMENT BOARDS ........................................................... 49
4.6 DATA COLLECTED IN STITCHING DEPARTMENTS AND PACKING
DEPARTMENT............................................................................................................ 51
4.7 OUTCOME OF IMPLEMENTING VISUAL MANAGEMENT IN
STITCHING AND PACKING DEPARTMENT ......................................................... 55
CHAPTER 05 LINE BALANCING ................................................................................. 57
5.1 DEFINITION .......................................................................................................... 57
5.2 DATA COLLECTED IN PACKING DEPARTMENT: ................................... 58
5.2.1 OBSERVATION 1 ............................................................................................................ 58
5.2.2 ANALYSIS FROM THE DATA COLLECTED FROM THE TIME MOTION STUDY OF CENTRAL
PACKING DEPARTMENT ......................................................................................................... 61
5.2.3 OBSERVATION 2 ............................................................................................................ 61
5.2.4 ANALYISIS FROM THE DATA COLLECTED FROM THE TIME MOTION STUDY OF CENTRAL
5.2.5 OBSERVATION 3 ............................................................................................................ 64
5.2.7 OBSERVATION 4 ............................................................................................................ 66
CHAPTER 6 SIMULATION ........................................................................................... 70
6.1 DEFINITION .......................................................................................................... 70
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6.2 DATA COLLECTION ........................................................................................... 70

6.3 SIMULATION OF DYEING AND PACKING DEPARTMENT: ........................ 74
6.3.1 DYEING DEPARTMENT FLOW CHART ............................................................................ 74
6.3.2 CURRENT SITUATION OF THE DYEING DEPARTMENT ......................... 80
6.3.3 EXPLANATION OF CURRENT SCENARIO OF DYEING DEPARTMENT .............................. 81
6.3.4 PROPOSITION NO.1 FOR THE CURRENT SCENARIO OF DYEING DEPARTMENT ............ 82
6.3.5 EXPLANATION OF PROPOSITION NO.1 ......................................................................... 83
6.3.6 PROPOSITION NO.2 OF THE DYEING DEPARTMENT ..................................................... 84
6.3.8 PROPOSITION 3 FOR THE DYEING DEPARTMENT ......................................................... 86
6.4 ALTERNATE PROPOSITIONS FOR REDUCING THE BLOCKAGE OF
WASHBOX .................................................................................................................. 87
CHAPTER 7 CONCLUSIONS ........................................................................................ 88
7.1 ANALYZE .............................................................................................................. 88
7.2 OUTCOME ........................................................................................................ 88
7.3 RECOMMENDATIONS AND FUTURE WORK ............................................ 88
7.3.1 IN 5S ............................................................................................................... 89
7.3.2 IN VISUAL MANAGEMENT ...................................................................... 89
7.3.3 IN LINE BALANCING ................................................................................. 89
REFERENCES ............................................................................................................. 90
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TABLE OF FIGURES
Figure 2.1 Occurrences of Lean Methods in The Papers Reviewed. Methods That Appear
Only Once Are Omitted from The Results [7].................................................................. 23
Figure 2.2 Lean Implementation Models [9] .................................................................... 25
Figure 3.1 Sacks were laying on floors in an unorderly ................................................... 26
manner, due to mismanagement ....................................................................................... 26
Figure 3.2 Non organized placement of tools and accessories in the shelves .................. 27
Figure 3.3 Trollies placed in an unorganized manner....................................................... 27
Figure 3.4 Improper stacking of trolleys in front of wash box in dyeing department ...... 28
Figure 3.5 Trim card not properly visible and updated by the time ................................. 28
Figure 3.6 Bobbins and tools were not arranged according to their colors in their
respective shelves and marking of shelves needed ........................................................... 29
Figure 3.7 Overloaded piles of towels that were ready to dispatch for inspection but due
to the lack of responsibility in workers no one was available to do the job ..................... 29
Figure 3.8 Improper placement of inventory in front of VM board ................................. 30
Figure 3.9 No proper identification on the crates and trollies was observed .................... 30
Figure 3.10 Unnecessary bags placed with sewing machines which may cause hindrances
in operation for workers .................................................................................................... 31
Figure 3.11 Removal of unnecessary bags has been done ................................................ 31
Figure 3.12 Blocked floor space due to stacked trolleys .................................................. 32
Figure 3.13 Properly cleaned floor space with no unnecessary stacked trolleys .............. 32
Figure 3.14 Unnecessary cartons and poly bags were randomly laid on the floor ........... 33
Figure 3.15 Unnecessary cartons and poly bags has been removed from the floor and
Proper arrangement of cartons has been done .................................................................. 33
Figure 3.16 Bobbins were not arranged according to their colors in their respective
shelf’s. Marking of shelf’s needed .................................................................................... 34
Figure 3.17 Proper arrangements of the bobbins, accordingly with respect to their colors
needed. Tag each shelf with respect to its color ............................................................... 34
Figure 3.18 Trollies were placed in front of assessment wall........................................... 35
Figure 3.19 Assessment wall should be clear no trollies or stuff should be placed in front
of it, trollies should be place in their appropriate place .................................................... 35
Figure 3.20 Greige storage area was not properly arranged, blocked pathways were
observed ............................................................................................................................ 36
Figure 3.21 Proper placement of material on pallets and cleared pathways ..................... 36
Figure 3.22 Sacks were laying on floors in an unorderly manner, due to mismanagement
........................................................................................................................................... 37
Figure 3.22 First in first out sorting method needs to be practice on regular basis. In case
of overloading spare shelf need to be there ...................................................................... 37
Figure 3.22 Bobbins were not arranged according to their colors in their respective
shelf’s. Marking of shelf’s needed .................................................................................... 38
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needed. Tag each shelf with respect to its color ............................................................... 38
Figure 3.24 Crates were not properly labeled which is not appropriate and unidentifiable
........................................................................................................................................... 39
Figure 3.25 After 5S implementation crates are tagged properly ..................................... 39
Figure 3.26 Not properly arranged and labeled shelf’s..................................................... 40
Figure 3.27 Proper arrangement and tagging have been done to the shelves in the
stitching department .......................................................................................................... 40
Figure 4.1 Visual Management with Data Display [10] ................................................... 48
........................................................................................................................................... 48
Figure 4.2 & Figure 4.3 Visual Management with Markings [10] ................................... 48
Figure 4.4 Visual Management with Tools and Parts [10] ............................................... 49
Figure 4.5 5S Board [11] .................................................................................................. 50
Figure 4.6 Improvement Boards [12]................................................................................ 50
Figure 4.7 KPIS and Production board before .................................................................. 51
Figure 4.8 New KPIS and Production boards ................................................................... 51
Figure 4.9 Bobbins were not arranged according to their colors in their respective shelf’s.
........................................................................................................................................... 52
needed with proper tags. ................................................................................................... 52
Figure 4.11 No proper arrangement of tools. .................................................................... 53
Figure 4.12 Proper labeling and setting of tools and parts have been done. ..................... 53
Figure 4.13 not properly arranged and labeled shelf’s ..................................................... 54
Figure 4.14 proper arrangement and tagging has been done to the shelves in the stitching
department......................................................................................................................... 54
Figure 4.15 Design for KPI’s Boards ............................................................................... 56
Figure 5.1 Example for line balancing [12] ...................................................................... 57
Figure 5.2 Data Collected from Time Motion Study of Central Packing Department ..... 59
Figure 5.3 Graphical Representations of Data Collected from Time Motion Study of
Central Packing Department ............................................................................................. 59
Figure 5.10 Data Collected from Time Motion Study of Central Packing Department ... 65
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Figure 5.12 Data Collected ............................................................................................... 67
Figure 5.13 Graphical Representations of Data ................................................................ 67
Figure 5.14 Data Collected ............................................................................................... 68
Figure 5.15 Graphical Representations of Data ................................................................ 68
Figure 6.1 Program Windows [14] ................................................................................... 71
Figure 6.2 Models [13] ..................................................................................................... 72
Figure 6.3 Connector [13] ................................................................................................. 72
Figure 6.4 Dialog windows [13] ....................................................................................... 73
Figure 6.5 Event controllers [13] ...................................................................................... 73
Figure 6.6 Dyeing Flow Chart .......................................................................................... 74
Figure 6.7 Plant Simulation of Dyeing Department ......................................................... 75
Figure 6.8 Plant Simulation of Dyeing Department ......................................................... 76
Figure 6.9 Complete Dyeing Floor chart .......................................................................... 77
Figure 6.10 Half Bleach Resource Statistic Chart ............................................................ 78
Figure 6.11 Full Bleach Resource Statistics Chart ........................................................... 79
Figure 6.12 As-is scenario of dyeing floor ....................................................................... 80
Figure 6.13 Graphical representation of current scenario of dyeing department ............. 80
Figure 6.15 Graphical representation of proposition no.1 for Dyeing Department .......... 82
Figure 6.16 Proposed scenario no.2 for Dyeing Department............................................ 84
Figure 6.17 Graphical representation of proposition no.2 of Dyeing Department ........... 84
Figure 6.18 Proposed scenario 3 for Dyeing Department................................................. 86
Figure 6.19 Graphical representation of proposition no.3 of Dyeing Department ........... 86
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LIST OF TABLES
Table 1.1 Project Planner .................................................................................................. 14
Table 1.1 Project Planner (Continued).............................................................................. 15
Table 3.1 Weekly or monthly audits were set................................................................... 41
Table 3.1 Weekly or monthly audits were set (Continued) .............................................. 42
Table 3.2 5s Audit Results ................................................................................................ 43
Table 6.1 Analyses and proposition for dyeing department (Half-Bleach) ...................... 78
Table 6.2 Analysis and proposition for Dyeing Department (Full Bleach) ...................... 79
Table 6.3 Analysis of the current scenario of dyeing department .................................... 81
Table 6.4 Proposition no.1 for Dyeing Department .......................................................... 83
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CHAPTER 1 INTRODUCTION
1.1 PROJECT AIM

The aim of this project is to enhance the working of Stitching, Packing and Dyeing
department of Feroze 1888 Mills Limited, by application of Lean techniques and its various
tools such as 5S, Visual Management and Line balancing which may help in increasing
production, lowering cost, reduction of excessive motion, unnecessary inventory,
overproduction, waiting and man hours.
1.2 PROJECT OBJECTIVES

1. Apply aid in application of Visual Management in different departments.
2. Identifying the ‘as-is’ (current) scenario of the floor, including task time
calculation of existing line to formalize the tasks that have been planned of
packing, dyeing and stitching department.
3. Implementation of 5S tool to enhance the workplace environment, to reduce waste
and organize product line.
4. Identify the potential bottlenecks and problems facing in stitching and packing
lines using Line Balancing techniques, as to eliminate no value-added process in
the departments, such sources of unbalancing are controlled by minimizing the
moving cost of men and machine. The change over time also needs to be precise.
5. Need to simulate the suggested improvements “to-be” in the dyeing department
on Tecnomatix Plant Simulation.
1.3 PROJECT BACKGROUND AND IMPORTANCE

This project is assigned by Feroze1888, a renowned leading Manufacturer and Exporter of
specialized Yarn and Textile Terry Products in Pakistan. Feroze1888 is known for its state
of art machinery, infrastructure, standardized systems, production processes. Textile
sectors are lacking to implement new technologies, skills, in the evolution of time.
Implementing new techniques and flexibility in production methods help us attain
flourished field now and in future. The concept of Lean and its tools helps us to identify
the problems we face in industry production methods, time utilization and wastages.
The importance of this project is that it will enable the textile mill to attain low production
cost as a result of eliminating wastages and faults by continuous improvement, as the
industry is facing issues in their stitching, packing and dyeing department, of high
production cost due to increased waste, excessive motion, unnecessary inventory, over
production, waiting and man hours, so the implementation of modern techniques like 5S,
Andon, Line balancing and visual management will be helpful to achieve improvement not
only in Stitching, Packing and dyeing departments but also in other departments of
Feroze1888 Mills Limited.
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Targeted values for the Feroze1888 Mills Limited are the maximum values that may
achieve in the given period, indicating the continuous improvement in the respective firm.
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1.4 PROJECT PLANNER

Table 1.1 Project Planner
No.
Department Domain Task Timeline of
Week
Analyze the current situation in Dyeing

and Processing and share improvements 29-11-19 1
with respect to 5S
5S
Implementation of 5S in all sections of

12-12-19 3
Dyeing and Processing.
Visual Management in Dyeing and

DYEING AND Processing C-3
PROCESSING - Study the current practices. 26-12-19 5
- Identify the key metrics for visual
management.
Visual
Management
- Develop the mechanism how Visual
Management will be adopted in dyeing
and processing department 02-01-20 6
- Implementation on floor.
Data Collection (Process times,

Time and manpower, number of stations etc.) of
17-02-20 8
Motion Study Packing in Stitching and Packing
(selected qualities from planner)
stitching and
packing
Simulate the process of Packing and
21-02-20 10
identify the improvement opportunities.
Simulation
Report Submission with propositions 27-02-20 12
14
Table 1.1 Project Planner (Continued)
Analyze the current situation in Stitching

and Packing department and share
improvements with respect to 5S
5S 01-09-20 14
Implementation of 5S In all sections of

Stitching and packing department
Visual Management in Stitching and

stitching and Packing
packing - Study the current practices. 07-09-20
- Identify the key metrics for visual
management.
Visual
15
Management
- Develop the mechanism how Visual
Management will be adopted on S&P
08-09-20
floor.
- Implementation on floor.
Data Collection (Process times,

manpower, number of machines etc.) of
Dyeing and Processing
14-09-20
DYEING AND
Simulation 16
PROCESSING Simulate the process of Dyeing and
Processing and identify the improvement
opportunities.
Report Submission 04-10-20
Final Presentation in front of project

Showcase 06-10-20 16
committee
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CHAPTER 2 LITERATURE REVIEW
The concept of Lean manufacturing was originated from Japan after the Second World
War. Lean Manufacturing consists of many tools that help in improving productivity and
quality and reducing the cost of manufacturing. Various authors have documented
quantitative benefits of lean implementation such as improvement in production lead time,
processing time, cycle time, set up time, inventory, defects and scrap, and overall
equipment effectiveness. The various qualitative benefits include improved employee
morale, effective communication, job satisfaction, standardized housekeeping, team
decision making, etc. All these benefits from application of lean methodology leads to
increased productivity and cost reduction. The modern concept of Lean
Manufacturing/management can be traced to the Toyota Production System (TPS),
pioneered by Japanese engineers Taiichi Ohno and Shigeo Shingo. Toyota produced
automobiles with lesser inventory, human effort, investment, and defects and introduced a
greater and ever-growing variety of products. TPS consists of two components – Just-In-
Time (JIT) production system and a respect-for-human system – with focus on active
employee participation and elimination of wasted movements by workers. In 1983 Monden
introduced the JIT concepts to a broad audience in the USA emphasizing the importance
of small lot sizes, mixed model production, multifunction workers, preventive
maintenance, and JIT delivery by suppliers. TPS itself has undergone many improvements
during its journey over the last 40 years.
LM over the time has seen a lot of transformations which have been discussed by
contributors such as Womack et al. (1990), Womack and Jones (1996), Oliver et
al. (1996), Delbridge (1998), Shah and Ward (2003), Delbridge et al. (2000), Bicheno
(2004), Hines et al. (2004), Holweg (2007), Bhasin (2008), etc [1].
2.1 WHY IT’S NEEDED

In today’s world competition is very high, and customers are focused on the increment in
the quality of the product so to withstand against the competitors; it is needed to respond
accordingly and rapidly to the occurring problems. In such scenarios Lean Manufacturing
tools are preferred, because they give the better quality of product and customer
satisfaction. Lean manufacturing techniques improve the quality without any investment
and reduce the existing cost by reducing non-value-added activities. It also reduces wastage
which leads to increase in productivity using same resources.
Lean manufacturing is based on the fundamental goals of the Toyota
Production System (TPS) which is aimed at continuously minimizing waste to maximize
output. Lean manufacturing has its focus on cost reduction, waste minimization and better
material management. According to TPS, the seven most common wastes are
overproduction, waiting, transport, inappropriate processing, unnecessary inventory, waste
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of motion and defects, to minimize these wastages there are various tools and techniques
to implement in an industry such as; Total Productive Maintenance (TPM), Total Quality
Management (TQM), Failure Mode and Effect Analysis (FMEA), 5S, Quality Function
Deployment (QFD), Kaizen, Kanban, Value Stream Mapping (VSM), etc. Salem
developed a new ‘lean assessment tool’ to quantify the results of lean implementation. The
assessment tool evaluates six lean construction elements: last planner, increased
visualization, huddle meetings, first-run studies, 5S’s, and fail safe for quality. Shah and
Ward mapped the operational space corresponding to conceptual space surrounding lean
production. Configuration theory provides the theoretical underpinnings and helps to
explain the synergistic relationships among its underlying components. Black discusses
four design rules for implementing the TPS. Hicks deal with the development of a
conceptual framework for a set of lean principles supporting the improvement of
information management and the overall information systems infrastructure. Lander and
Liker have dealt with a case study of a low volume highly customized artistic clay-tile
company. They have illustrated the process by which the firm used TPS to learn how to
understand its process, gain stability and control, empower its workforce, and become far
more profitable. Lean operations eliminate obvious wastes, reduce variability, reduce
inventory, and thereby reduce cost. Lean manufacturing is based on six principles which
include waste elimination, Pull Production, zero defects, Streamlining of processes,
Quality at the source and Continuous improvement. The principles of lean manufacturing
can be practiced only through the involvement of management and manufacturing
practices. Thus, the four enablers’ namely management responsibility leanness,
manufacturing management leanness, manufacturing strategy leanness, and technology
and workforce leanness play a vital role in lean manufacturing systems [2].
2.2 COMPETITIVE BENEFITS OF LEAN MANUFACTURING

The implementation of lean manufacturing tries to make value flow at the pull of customer
demand (JIT) and eliminates waste in processes. All the wastes have a direct impact on
performance, quality and costs, and this waste is produced by non-value adding operation
for which customers do not want to pay. Many studies and research show that we only add
value around 5% of the time during operations; the remaining 95% is waste. Lean
manufacturing implementation tries to remove that 95% wasted time and effort. Many
authors have contended that lean aids competitiveness. According to Sohal and Eggleston,
two-thirds of companies believed strategic advantages had been generated with bigger
improvements coming from customer relationships, quality constraints and market
competitive positioning. Lathin stated that traditional mass producers could expect a
reduction of 90% in inventory, 90% in cost of quality, 90% in lead time and a 50% increase
in labor productivity. Claudius Consulting insisted that lean manufacturing can help
organizations to cut costs by between 15 and 70%, reduce waste by 40%, push productivity
up by between 15 and 40%, and decrease space and inventory requirements by 60%.
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Nystuen stated that product travel time can be reduced by 90%, inventory by 82% and
product lead time by 11% by applying lean manufacturing concepts in the organization.
Bicheno, Hines, Liker and Womack and Jones stated in their published research found that
lean manufacturing concepts are quite popular and followed in the automobile sector as
compared to other sectors. If lean manufacturing is implemented in a proper way, it can
lead to various positive improvements in the organization. Besides these benefits, lean
manufacturing also has many hidden benefits that play a vital role in industrial success
stories. These benefits have no direct role in the success stories of lean manufacturing
techniques but have the following very significant indirect roles that cannot be neglected.
Lean manufacturing techniques improve the quality of production. They also improve
working area safety for everyone. They even eliminate minor chances of mistakes in the
processes and methodology adopted for working.
2.3 5S
By applying 5S techniques and store management, each item, such as tools, raw materials,
etc., is easily traceable in the industry. There is visual control of each and everything in the
factory. A change in work culture is started in the industry with lean. Communication
increases with the workforce and they have a feeling of responsibility in the industry. With
work motion study, we can reduce workers’ effort and stress [2].
R. S. Agrahari et al (2015) explains the 5S methodology and their guidelines results in
obtaining safety, productivity, efficiency, and housekeeping practices [3].
S. R. Dulange (2013) implemented 5S principles in textile industries which results in
inventory cost reduction approx. 3500 INR to approx 3000 INR [3].
Marion, S C et al (2010) describes the main problems faced by industries and shares some
success stories that motivated industries to implement 5S to achieve their set goals.
K. Chandrasekar (2011) explains the role of workplace environment to the workers and
staff to enhance the efficiency and effectiveness of employees.
Vipulkumar C, Patel et al (2017) explained that through lean methodology Total Quality
Management can be achieved in a workplace, their study also shows improvements
possible by 5S implementation as reduction in breakdowns, reduction in wastages etc. [3].
Mr. Y.R. Chavall (2017) and their team implemented 5S principles in the workshop done
in a college. The main aim behind it was to spread the awareness and knowledge of 5S in
the college [4].
Saad Shaikh et al (2015) showed the implementation of 5S in one of the leading company
M.I.D.C (Ambernath Maharashta), which helps to manage material that can improve
environmental conditions, health and safety standards and increase productivity and quality
[4]. Also sorting gives more space for storing material, tools, and results in reduction of
searching time, hence improves the production and quality of products. It was observed
that by implementing 5S principles effectiveness surged from 55% to 75%.
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Assembly Line Balancing is the problem of assigning tasks to workstations. Ghosh and
Gagnon (1989) as well as Sarin and Erel (1998) provided detailed explanation on this topic.
Assembly line divided into three-line types including single-model, mixed-model and
multi-model, where single model assembles only one product and mixed-model assembles
multi products whereas multi model produces a sequence of batches [5].
2.3.1 CASE STUDY REGARDING 5S

2.3.1.1 SCOPE OF IMPLEMENTING 5S
The scope of the 5S technique work is very precise as it just evaluates the performance
factors and dimensions of an industrial organization. The characteristics of these specific
dimensions are also determined by using the same measures, the characteristics are then
proposed as questions and that helps in deciding whether the 5S technique is flexible or not
in order to enhance the growth of an organization. It must be kept in mind that the scope is
ambitious in that, but however, it explores a new vision at organization and total quality
approach. However, the research must be on realistic bases. The output of the research will
help us determine the 5S technique in the most suitable core for most quality management
and performance enhancement in any industrial organization.
2.3.1.2 THEORETICAL APPROACH
Companies all around the globe use a technique comprised of five different Japanese
words; Seiri (sort), Seiton (set in order), Seisa (shine), Seiketsu (standardize), and Shitsuke
(sustain).
2.3.1.2.1 SORT
It means to sort out unnecessary things in the production line including all machinery, tools,
raw material, and equipment’s and removes all these unnecessary items which are not
needed for regular use.
Making list of the things needed on daily, weekly, or monthly basis and make list of all the
items removed and those which are new in.
2.3.1.2.2 SET IN ORDER

Once the unnecessary items are being removed and the rest are sorted according to their
needs each item, section and area should be labeled and kept in their separate place, never
mix or store two different items in a single place. Make sure to have access on any item
needed without disturbing other items or process being carried out at that time.
2.3.1.2.3 SHINE
Next S from 5s is shine. Shine is referred to cleanliness. Everything in the workplace should
be easily accessible and kept clean. Make check lists to overlook the activities being
performed and strictly follow the routine.
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2.3.1.2.4 STANDARDIZE
After performing first three steps of 5S, everything in the workplace should be
standardizing. Make standard operating procedure (SOP) to perform activities on daily
basis and make regular audit to inspect and confirm that everything is being carried out in
a standard way.
2.3.1.2.5 SUSTAIN
Make sure that the standards are being followed regular and everything is in their place.
This is known as the 5S technique. The purpose of this system is to create a working
environment that is efficient, and capable to increase process speed and quality through
reduction of process waste. There is an immense need for experimental studies in the fields
of new management systems and their influence on a company’s production. Due to the
insufficiencies of visual evidence to show the positive impact of 5S on industrial
performance, this document aims to spot out the performance factors and components in
industries and to highlight the effectiveness of 5S implementation on organizational
production. To check the efficiency of the 5S, the surveying method is used. Data is
collected by distributing questionnaires among some couple of targeted organizations that
have implemented 5S techniques. The selection of these target organizations was
regardless of their field of work. The surveys were taken before and after the
implementation of the 5S plan. The results have shown that 5S usage can bring
improvement in an organization’s performance and productivity. This 5S plan is
independent of type, size its production or its services.
5S system supports the objectives of the companies and helps to achieve a higher and
constant enhancement in productivity.
2.3.1.3 OBJECTIVES OF 5S
There are several different measures that organizations and industries take to enhance the
quality and efficiency of their products and services. Generally, the preferable measures
for the companies are those which require less investment of capital and help the
organization to achieve the goals of the firm sooner and easily. Different sorts of techniques
require specific components, constituents, and ways that consider reaching their purpose.
The aim of this study is to compare company performance before and after the
implementation of the 5S technique. In a nutshell, the objectives of this research are to
identify the factors and characteristics of the industrial organization’s performance and to
highlight the effectiveness of the 5S implementation on the organization’s performance.
2.3.1.4 SCOPE OF IMPLEMENTING 5S

The scope of the 5S technique work is very precise as it just evaluates the performance
factors and dimensions of an industrial organization. The characteristics of these specific
dimensions are also determined by using the same measures, the characteristics are then
proposed as questions and that helps in deciding whether the 5S technique is flexible or not
in order to enhance the growth of an organization. It must be kept in mind that the scope is
ambitious in that, but however, it explores a new vision at organization and total quality
approach. However, the research must be on realistic bases. The output of the research will
20
help us determine the 5S technique in the most suitable core for most quality management
and performance enhancement in any industrial organization.
2.3.1.5 CONCLUSIONS
After studying about 5S and its consequences and after the implementation in an
organization. The 5S practices were proposed as the most suitable measure for industrial
growth and quality management. In this last section of the study, the conclusion of the
study and suggestion for future research will be expressed.
During the research, the 5S technique was proved very beneficial for industrial
organization and was approved by the results of the survey. It also shows that the technique
is quite serviceable, appropriate, and flexible.
The significant specifications of the TQM systems in the literature review, expert opinions,
and judgments helped in achieving the first objective of the study which focused on
evaluating the factors and components of industrial organizations.
With the assistance of Excel software, the second and the core objective of this research
was achieved which was a comparative measurement between the performance and growth
of the company before and after the 5S plan implementation. It highlighted the
effectiveness of this technique.
Assembly Line balancing could be classified into several types with different objectives
i.e. ALBP-I to ALBP-V
1. ALBP-I: minimizes the number of workstations, for a given cycle time.
2. ALBP-II: minimizes the cycle time, for a given number of workstations.
3. ALBP-III: maximizes the workload smoothness, for a given number of
workstations.
4. ALBP-IV: maximizes the work relatedness by arranging the tasks in a workstation.
5. ALBP-V: consider the multiple objectives with ALBP-III and ALBP-IV
simultaneously [5].
The techniques/approaches used to solve line balancing problems include analytical
method, simulation techniques etc.
2.4 THE OVERALL LEAN APPROACH

The overall approach to make a value stream lean consists of four key strategies. They are:
1. Synchronize supply to the customer, externally.
2. Synchronize production, internally.
3. Create flow.
4. Establish pull-demand systems.
21
2.5 ELIMINATING THE WASTES

The goal is to apply the four strategies to eliminate the seven wastes [6], which are:
1. Transportation
2. Waiting
3. Overproduction
4. Defects
5. Inventory
6. Movement
7. Excess processing
In many papers, lean can be thought of as a collection of methods. From the planning
perspective, the value stream mapping (VSM) method was often a starting point for lean
transformation. Many papers also deal with process control issues. These methods include
pull, Kanban, bottleneck control, first-in first-out (FIFO) control, line balancing, multi-
machine operation, one-piece flow, WIP control, takt time, tool path analysis, batch size
reduction, better sequencing, just-in-time (JIT), grouping products.. Lean is often
associated with layout change using a U-shaped line, cells, combined stages, or production
line. Some lean methods are also used to improve the actual process. These methods
include SMED, kaizen, 5S, automation, Poka-yoke, kitting, quality improvement, process
time reduction, visual management, and eliminating waste. In lean it is important to involve
workers in the process and this is implemented in methods such as TPM, flexible capacity,
team building, a multi-skilled workforce, and Standard Work Chart. When the result types
achieved are considered, it is common for simulation results to be used to achieve a
reduction in variation, workers, floor space, and change-over times or increases in
throughput. Simulation is also used as a training or planning tool [7].
22
Figure 2.1 Occurrences of Lean Methods in The Papers Reviewed. Methods That Appear
Only Once Are Omitted from The Results [7]
2.6 PREVIOUS PROJECTS RELATED TO LEAN

1. Implementation of lean, six sigma and kaizen in wet processing department of a
textile industry.
The aim of this project was to implement lean, six sigma and kaizen in the wet
processing department of textile industry by analyzing and limiting the processing
faults or by reducing the process waste.
They were scheduled to a single department of their respective industry which leads
to the improvement in the particular depart, if they had implemented it to some of
the other departs as well they would have increase the six sigma rating which
ultimately leads to save more cost as well as implementation of 5s in all departs
will lead to improve more processes efficiency and minimize wastages, on the other
hand we are implementing lean tools such as 5s, visual management and line
balancing in stitching, packing and dyeing department of the respective industry
which leads to the improvement in the working environment of various departments
such as reducing the man hour, idle time, excessive motion, unnecessary inventory
and over production.
There outcome precisely contain, that after the clear understanding of the problem
in define phase, the data of the faults generated in the processing department has
23
been collected in the measure phase, the root cause analysis performed in the
analyze phase to segregate the root causes of the faults occurring in the processing
department. Corrective action plans were suggested to eliminate these faults in the
improve phase. Six Sigma was applied in the control phase after the corrective
action plans are taken. After the implementation of some corrective action plans the
sigma ratings had increased and the continues cycle kaizen is implemented in the
dyeing department of the respective mill. After performing a root cost analysis to
prevent the problem from arising again, the results are implemented, and the
processing cost decreased. The control phase ensured the successful
implementation to sustain improvement and to achieve long term process control.
2. Process Improvement by using Kaizen and Lean manufacturing tools in stitching

unit of YOUNUS TEXTILE MILLS home textile.
Their aim was to increase the efficiency and productivity of stitching floors
producing home textile products in YOUNUS TEXTILE MILLS through system
simplification, process standardization, reducing waste and incremental
improvements by using modern techniques like kaizen and lean. As can be seen
that this project is bound to the stitching department only which limit their work to
the mentioned department along with which the overall improvement of the
industry is also up to a certain limit, on the other side our project of implementing
lean on stitching, packing and dyeing department helps to improve various aspects
in the mentioned departments.
There outcome concludes that, the 5S implementation ensures that the workplace
of the sub store of YOUNUS TEXTILE MILLS has been organized, tidy and was
made more efficient. By removing many unnecessary items, the waste of waiting
and inventory has been reduced and by arranging the things and standardizing them
had reduced the waste of motion up to 3-5% as the item are now easier to find.
Clean and comfortable environment of the store was achieved, and the checker was
made responsible to sustain these changes and check them on daily basis to achieve
continues improvement. [8]
24
2.7 LEAN IMPLEMENTATION MODEL
Figure 2.2 Lean Implementation Models [9]
Lean manufacturing principles have been implemented in many different industries for
several years. A hierarchical approach to implementing lean is proposed. The sides of the
pyramid are shown as a cycle of arrows because implementing lean is a continuous process
that involves all the levels, and all the efforts should focus on improving customer
satisfaction.
Implementation of lean manufacturing should begin with Policy Deployment tools to
initiate cultural changes. Resistance to change by both management and shop floor workers
was most often cited as a barrier to implementing lean. Policy Deployment methods get
the workforce actively involved in the lean process. The next level is Visual Management.
Visual Management based projects build a foundation of stability in the process and may
provide early successes with using lean tools such as 5s and TPM. The next level is to
develop Continuous Improvement based projects. Shop floor personnel can identify areas
for improvements and use tools such as Rapid Improvement analysis and mistake proofing
devices. Building on the continuous improvement efforts, Standardized Work tools are
used to develop standard operating practices and set cycle times to meet customer
requirements. The final level is Just-In-Time tools, such as Kanban, supermarkets, and
quick changeover, which reduce waste such that the customer gets the right product at the
right time, directly impacting customer satisfaction.
VSM is shown outside of the pyramid, as it can be used for all levels of the Lean
Implementation Model [9].
25
CHAPTER 3 5S
3.1 SCOPE
The 5S activity is to improve efficiency by eliminating waste of motion looking for tools,
information, and material etc. Other benefits of 5s activity include improved safety and
working environment.
3.2 PROBLEMS IDENTIFIED IN THE STITCHING, PACKING AND DYEING

DEPARTMENT
Below mentioned problems in the identified areas need to be improved by the time
through implementing the 5s methodology, which are becoming the restraint factors in
the improvement of working efficiency of man and machine, and thus resulting in low
lean scores of the stitching, packing and dyeing departments of the industry.
Figure 3.1 Sacks were laying on floors in an unorderly

manner, due to mismanagement
26
Figure 3.2 Non organized placement of tools and accessories in the shelves
Figure 3.3 Trollies placed in an unorganized manner
27
Figure 3.4 Improper stacking of trolleys in front of wash box in dyeing department
Figure 3.5 Trim card not properly visible and updated by the time
28
Figure 3.6 Bobbins and tools were not arranged according to their colors in their
respective shelves and marking of shelves needed
Figure 3.7 Overloaded piles of towels that were ready to dispatch for inspection but due
to the lack of responsibility in workers no one was available to do the job
29
Figure 3.8 Improper placement of inventory in front of VM board
Figure 3.9 No proper identification on the crates and trollies was observed
30
3.3 METHODOLOGY AND DATA COLLECTION

3.3.1 SORT
. In sorting we separated useful and scrap items from the departments and set them at their
proper places in a proper manner.
Figure 3.10 Unnecessary bags placed with sewing machines which

may cause hindrances in operation for workers
Figure 3.11 Removal of unnecessary bags has been done
31
Figure 3.12 Blocked floor

space due to stacked trolleys
Figure 3.13 Properly cleaned floor

space with no unnecessary stacked
trolleys
32
Figure 3.14 Unnecessary cartons and

poly bags were randomly laid on the
floor
Figure 3.15 Unnecessary cartons and

poly bags has been removed from the
floor and Proper arrangement of
cartons has been done
33
3.3.2 SEITON – SET IN ORDER

1. Organize layouts of tools and equipment
2. Designated locations
3. Use tapes and labels
4. Ensure everything is available as it is needed and at the “point of use”
Figure 3.16 Bobbins were not arranged according to their colors in

their respective shelf’s. Marking of shelf’s needed
Figure 3.17 Proper arrangements of the bobbins, accordingly with respect to their
colors needed. Tag each shelf with respect to its color
34
Figure 3.18 Trollies were placed in

front of assessment wall
Figure 3.19 Assessment wall should be clear no trollies or stuff should be

placed in front of it, trollies should be place in their appropriate place
35
3.3.3 SET IN ORDER
Figure 3.20 Greige storage area was not properly arranged,

blocked pathways were observed
Figure 3.21 Proper placement of material on pallets and

cleared pathways
36
Figure 3.22 Sacks were laying on

floors in an unorderly manner, due to
mismanagement
Figure 3.22 First in first out sorting method

needs to be practice on regular basis. In case of
overloading spare shelf need to be there
37
3.3.4 SEISO – SHINE

1. Create a spotless workplace
2. Identify and eliminate causes of dirt and grime – remove the need to clean
3. Define responsibilities for cleaning
4. Tools and equipment must be owned by an individual
5. Focus on removing the need to clean.
Figure 3.22 Bobbins were not arranged according to their colors in their
respective shelf’s. Marking of shelf’s needed
needed. Tag each shelf with respect to its color
38
Figure 3.24 Crates were not properly labeled

which is not appropriate and unidentifiable
Figure 3.25 After 5S implementation crates are tagged

properly
39
Figure 3.26 Not properly

arranged and labeled shelf’s
Figure 3.27 Proper arrangement and tagging have

been done to the shelves in the stitching
department
40
3.3.5 SEIKETSU – STANDARDIZE

1. Generate a maintenance system for the first three
2. Develop procedures, schedules, practices
3. Continue to assess the use and disposal of items
4. Real challenge is to keep it clean
5. Regularly audit using checklists and measures of housekeeping
Table 3.1 Weekly or monthly audits were set

Steps S.NO Check Points
1 Is there a list of necessary items available?
2 Is there any un-necessary item present on the floor?
3 Is red tag area available and properly maintained?

Sort
4 Are all employees in the respective area aware of the red tag area?
5 Is specific place defined for all necessary items?
6 Are necessary items placed at their defined places?
How would you rate the order of placement of items? Is the placement proper
7
Set in order and within hand reach?
8 Are all fire extinguishers, walkways & exits clear of obstacles?
Is there anything obstructing that may cause excessive motion of human and
9
material?
10 Is there any dirt & dust available specially on machine/tools & equipment?
11 Is cleaning schedule available and properly displayed?
12 Is cleaning schedule communicated and being followed?

Shine
Is there any out of order tool/machine/equipment/piping/valve/gauges/ that are
13
not properly marked?
Availability of Andon/poke yoke system that quickly identify abnormalities?

14
(Applicable for floors only)
15 Procedure to maintain red tag area and communicated to all staff?
16 Are there tags available at all necessary area/tooling's?
41
Is visual board available having updated KPI's? (clear and properly

17
maintained)?
18 Are all staff members aware of 5S?

Standardize
19 Availability of list of 5S members along with their responsibility?
Is updated 5S area map available at visible places? (Applicable for offices and
20
maintenance rooms)
Is there an item list present outside the cupboard mentioning what is inside it?
21
(Applicable for offices and maintenance rooms)
22 Is there a visibility of previous 5S scores?
23 Is there an availability as well as applicability of 5S internal audit mechanism?
Sustain 24 Is there any mechanism available to motivate 5S team members?
25 Availability of before and after pictures?
26 Availability of 5S posters/communication material on floors?
Table 3.1 Weekly or monthly audits were set (Continued)
42
3.3.6 SUSTAIN
1. Assign the time to do it
2. Start from the top
3. Create a reward system
4. Get everyone involved
5. Let them see it
3.4 OUTCOME
After implementing the 5s in stitching and packing department, it’s been observed that the
work force and management become more organized and aware of keeping the floor space
managed which leads to the improvement in many aspects such as workers are more aware
of keeping the things on its pre decided place and so they are capable of utilizing the
available space more effectively along with it flexibility to workers is also provided which
leads to balance process line and avoid variations.
Audit scores of various departments before and after implementation of lean tools are as
follows:
Table 3.2 5s Audit Results

BEFORE IMPLEMENTATION AFTER IMPLEMENTATION
DEPARTMENT
(%) (%)
STITCHING SECTION I 29 82
STITCHING SECTION II 58 71
STITCHING SECTION III 26 68
STITCHING SECTION IV 71 78
STITCHING SECTION V 71 76
PACKING 75 84
CONTINOUS DYEING 57 75
The result shows the significant improvement in the lean scores of the mention departments
of the industry.
3.5 AUDITS THAT WERE PERFORMED

For standardizing lean tools 5Sand visual management that we have implemented to
improve the workplace audits of stitching, packing and dyeing departments are done on
random days by us along with our project leaders and lean team members of Feroze 1888
Mills Limited, for this audit sheets were made which consists of all necessary points
required for the checking of implemented 5S and visual management techniques and is
already mentioned above.
43
3.6 STEPS TO IMPLEMENT 5S

3.6.1 STEP 1 IDENTIFYING CURRENT SITUATION
1. Identify every single action currently performing on the floors. Observe the
procedure. This is the deep knowledge of the current procedures and conditions.
2. Identify all the procedures and categorize them as Value Added (VA) and Non-
Value Added (NVA), for further working.
3.6.2 STEP 2 PLANNING AND PREPARATION

Identify the correct area on the floor where performing quick actions and continuous
improvement seems to look possible. After the identification has been done on the floor,
the major focus can be now elimination of waste which supports the lean manufacturing
methodologies.
After identifying the location to work on, this must be discussed with every employ so that
every person will put on his knowledge to answer all Why is of the plan. There are no
restrictions on the time of performing these lean activities. The time may vary from one
day to seven days or it can be month as well.
3.6.3 STEP 3 IMPLEMENTATION

For the implementation stage the team understanding must be clear about the current
situation of workplace to give a clear picture of the problem aimed to solve.
1. Sorting is keeping what just is required in the region
2. Set in order is specifying place for everything so every individual can discover
them, utilize them, and return them to the right place.
3. Shinning concentrates on cleaning the work zone and cleaning should be done
constantly
4. Standardizing is the routine to keeping up the past strides
5. Sustaining is utilizing self-restraint to authorize the whole workplace
3.6.4 STEP 4 FOLLOW UP

In this step audit sheets and work instructions are prepared to maintain standard and
sessions for employee’s awareness are scheduled on weekly basis to educate them
regarding lean and its tools and to maintain lean activities on production line.
44
3.7 WORK INSTRUCTIONS FOR 5 ‘S’ IMPLEMENTATION IN STITCHING,

PACKING AND DYEING UNIT
1. The guidelines for 5S in respective units will be maintained properly on boards on
the floor.
2. Any employee may suggest updates to the documentation.
3. Supervisors and managers are responsible for maintaining updates.
4. Copy of work instructions should be given to respective unit in-charge in the written
form.
3.7.1 DAILY ACTIVITIES

1. All departments in-charge will conduct a 5S audit of their individual work area at
the end of shift.
2. Work surfaces will be clean
3. Floors will be free of debris.
4. Any unnecessary items will be removed.
5. Trashcans will be emptied
6. All tools will be verified and left in the appropriate positions.
7. Food items will not be found; water bottles will be kept away from the material.
8. Floor cleaning will be made sure 3 times in a shift, and machine cleaning will be
made sure twice a day.
9. The stand-up area should be free pf chairs, instruments, and material other than
what is needed.
3.7.2 WEEKLY ACTIVITIES

1. All employees will participate in weekly audits and corrections to findings during
the audits.
2. Audits will be conducted by each shift on a weekly basis at the end of the shift.
Results will be announced that which department is in a good implementation of
5S. “Outside” audits will be conducted at least once per quarter by an individual
who has been trained to do so from any other group or support function.
3. Normal scuff marks are the responsibility of the weekly cleaning service, but any
lack of service should be called to the attention of floor manager.
4. Aisle ways will always be kept clear even if a manager has authorized temporary
overflow. Trip hazards to safe exit from the area are always to be avoided.
5. Ceiling tiles, fans should be free of stains, holes, or breaks. Cleaning of the wall
will be made sure after a week.
6. Cords and cables if any will be neatly dressed or stored and off the floor.
7. All necessary items present and in their proper location with their identification or
labels will be checked.
45
8. Items used less frequently than on a weekly basis but are still needed for current
work will be stored in a red tag area. All items in this red tag area will have a
designated and neatly labeled location for storage.
46
CHAPTER 4 VISUAL MANAGEMENT
4.1 INTRODUCTION
Visual Management is used to understand the situation easily by looking at it. The objective
of visual management is to get as much information as possible with as little observation
or time as possible. Visual Management is a lean tool employed in many places where
information is communicated with the help of visual signals instead of texts or other written
instructions. The design allows quick recognition of the information need to be
communicated to increase efficiency and clarity.
There are different directions we can go with visual management.
4.2 VISUAL MANAGEMENT WITH DATA DISPLAYS

We can find a lot of documentation and data on the floor; these are very helpful to track
and improve the condition in the operations. Many of them include printed charts,
diagrams, and tables of key performance indicators (KPIs). This could be useless in
practical terms if the data will not be updated for this; we need to update information if we
want to manage a process. For this entering data by hand is most useful. The reasons are:
The management and the operators on the floor are equally too busy to bother with such
data. Also, computer assistance creating such documentation and drawings costs time. In
addition to this the drawings and charts creating by computer is usually not done by floor
operators, they required more educated workers for this hence more expensive.
Possibly most important, this can be done by the floor operators to add point to a chart, or
a number to a table. Since the operators have a huge influence on performance measures,
they need to be aware of the measures. Rather than sheets printed, there is an additional
effort to make employees aware of the KPIs status that are important to us. The advantage
of adding the KPIs by hand is its simplicity because the more complicated the performance
measure is, the less useful it is for actual measuring performance.
However, there are a few instances where printing may be better. Most of them includes:
1. Information that is needed frequently for example, when storing material on shelf,
the location should not be written by hand. Mistakes may happen with a lot of
locations
2. Information that changes rarely for example, work instructions, they do change but
not regularly.
3. Safety or Quality instructions and warnings.
47
Figure 4.1 Visual Management with Data Display [10]
4.3 VISUAL MANAGEMNET WITH MARKINGS

Another way is to label and mark the locations on the floor. With different colors marking
can be done and label the places so that the items and tools go to the correct place.
Figure 4.2 & Figure 4.3 Visual Management with Markings [10]
48
4.4 VISUAL MANAGEMENT WITH TOOLS AND PARTS

The best type of visual mangement is that if the information of the system can be seen
directly in the system. The graph or data display can be outdated. Whereas if we see
inventory on the floor or tools in a drawer directly, the information is up-to-date and less
likely to be incorrect.
Figure 4.4 Visual Management with Tools and Parts [10]
4.5 VISUAL MANAGEMENT USING BOARDS

Visual management boards should be:
1. Simple
2. Constantly updated
3. Attractive enough to engage the whole team
4. Positioned close to the process which is being measured
5. Easily visible to everyone who needs to know
4.5.1 EXAMPLES OF VISUAL MANAGEMENT BOARDS

1. 5S Boards
This board is especially designed for maximum employee engagement, taking

suggestions for improvement, the teams are expected to color in the daily boxes of 5S to
show if they had a good day or a bad day. It also allows visibility to anyone in the workplace
to the status pf the team’s 5S initiative.
49
Figure 4.5 5S Board [11]
1. Continuous Improvement Boards
It is an essential tool with the visual management program to communicate with

the team about the progress to reduce waste. Quick change in visuals help in keeping the
team engaged so that they can see the progress being made daily, weekly, or monthly.
Figure 4.6 Improvement Boards [12]
50
4.6 DATA COLLECTED IN STITCHING DEPARTMENTS AND PACKING

DEPARTMENT
As for looking for the implementation of visual management we have come across to the
stitching department where we followed the steps needed to implement this tool:
Figure 4.7 KPIS and Production board before
Figure 4.8 New KPIS and Production boards
51
Figure 4.9 Bobbins were not arranged according

to their colors in their respective shelf’s.
Figure 4.10 Proper arrangements of the bobbins,

accordingly with respect to their colors needed
with proper tags.
52
Figure 4.11 No proper arrangement of tools.
Figure 4.12 Proper labeling and setting of tools and

parts have been done.
53
Figure 4.13 not properly arranged and labeled shelf’s
Figure 4.14 proper arrangement and tagging has been done to the shelves in the stitching
department
54
4.7 OUTCOME OF IMPLEMENTING VISUAL MANAGEMENT IN STITCHING

AND PACKING DEPARTMENT
Implementing visual management in the stitching and packing departments lead to
achieve better work environment and improve space usage of the floor. Necessary items
are tagged and labeled so the time needed to search or identify the product is minimized
along with the ease of hand provided while working for the work force.
Tidy and clear floor space help to improve the work efficiency of the industry as
identification for all the tools and areas is mentioned.
The KPI’s boards help us to the quantify and analyze the daily production line of the
particular department, which will give a complete guideline about the daily production,
specify lean team members, final and inline audit failure percentages, ratio of faults that
occur on daily basis, safety, number of in working machines and workers.
We designed the KPI’s board in all departments of the industry:
55
Figure 4.15 Design for KPI’s Boards
56
CHAPTER 05 LINE BALANCING
5.1 DEFINITION
Line balancing is an assembling function in which whole collection of production line tasks
are divided into equal portions. Well balanced lines avoid labor indolence and improve
productivity.
It is believed that Line Balancing (LB) is the problem of assigning operations to
workstations along an assembly line, in such a way that the assignment be optimal in some
sense. LB has been an optimization problem of significant industrial importance: the
efficiency difference between an optimal and a sub-optimal assignment can yield
economies (or waste) reaching millions of dollars per year.
Figure 5.1 Example for line balancing [13]
57
5.2 DATA COLLECTED IN PACKING DEPARTMENT:

We have done some time motion study of packing department, which are as follows:
5.2.1 OBSERVATION 1
This time and motion study were done in the packing department of the industry, of the
product having quality code K2752-TWLIIKPA, having total 7 inline workers. 22 pieces
per carton are prepared over here.
58
1. QUALITY CODE: K2752-TWLIIKPA
AS IS:
Central Packing
Quality Code: K2752-TWLIIKPA Color code: K6237
Cycle Time (sec)

Operation No. of workers PCS per Reading 1 2 3 4 5 AVG time/PC Allowance Work Division
Station 1 Folding 1 22 136.00 93.37 125.71 149.73 142.56 129.47 148.90 148.90
Station 2 Sticker pealer 2 22 85.18 100.80 97.64 79.11 101.51 92.85 106.78 53.39
Station 3 sticker pasting 1 22 26.97 34.10 28.56 33.88 29.79 30.66 35.26 35.26
Station 4 inspecter 1 22 54.60 52.10 97.24 60.46 72.07 67.29 77.39 77.39
Station 5 box maker 1 22 258.50 229.02 208.56 227.92 247.06 234.21 269.34 269.34
Station 6 box filler 1 22 74.05 95.92 63 81.06 78.73 78.55 90.33 90.33
22 pieces/ carton
Figure 5.2 Data Collected from Time Motion Study of Central Packing Department
300.00
250.00
Work Division
200.00
150.00
Series1
100.00
50.00
0.00
1 2 3 4 5 6
Station
Central Packing Department
59
TO BE:
Central Packing
Quality Code: K2752-TWLIIKPA Color code: K6237
Cycle Time (sec)

Station 1 Folding 1 22 136.00 93.37 125.71 149.73 142.56 129.47 148.90 148.90
Station 2 Sticker pealer 1 22 85.18 100.80 97.64 79.11 101.51 92.85 106.78 106.78
Station 3 sticker pasting 1 22 26.97 34.10 28.56 33.88 29.79 30.66 35.26 35.26
Station 4 inspecter 1 22 54.60 52.10 97.24 60.46 72.07 67.29 77.39 77.39
Station 5 box maker 2 22 258.50 229.02 208.56 227.92 247.06 234.21 269.34 134.67
Station 6 box filler 1 22 74.05 95.92 63.00 81.06 78.73 78.55 90.33 90.33
22 pieces/ carton
160.00
140.00
120.00
Work Division
100.00
80.00
60.00 Work Division
40.00
20.00
0.00
1 2 3 4 5 6
Station
60
5.2.2 ANALYSIS FROM THE DATA COLLECTED FROM THE TIME MOTION
STUDY OF CENTRAL PACKING DEPARTMENT
The time motion study 1 is of the product whose quality code is K2752-TWLIIKPA
running in the central packing department of the industry. The as is situation of this studies
shows that the line is unbalanced and so variations may observe, which leads to increase
the idle time for the next station.
Station 5 is taking the maximum time to complete its assigned task, because of which
station 6 has to wait for its input which directly correlates with the waiting and variation in
the processing line.
Therefore, what need to be done is to balance the number of workers within the assembly
line by redistributing them in a way that no station would face the waiting time and
variations are reduced. So here, in the to be situation of the studies it is shown, if one
worker from the station 2 is transferred to the station 5 which is taking the maximum time,
it’s working efficiency is increased with the reduction in the idle time along with the
reduction in the variations of the processing line.
5.2.3 OBSERVATION 2
product having quality code PEPCO12*12, having totaled 25 inline workers. 12 packets
rolls are prepared for a single poly and one packet roll contain 3 pieces of the product.
61
2. QUALITY CODE: PEPCO12*12
AS IS:
Central Packing
Quality code: Pepco12*12
Cycle Time (sec)

Operation No. of workers PCS per Reading 1 2 3 4 5 AVG time/PCAllowance Work Division
Station 1 Folding 7 36 136.00 136.00 136.00 148.00 128.00 136.80 157.32 22.47
Station 2 rolling 11 36 203.96 200.48 194.08 203.00 208.00 201.90 232.19 21.11
Station 3 Ribboning 4 36 86.76 82.04 90.72 90.60 95.80 89.18 102.56 25.64
Station 4 inspection and poly packing 2 36 25.59 21.93 25.98 28.26 21.48 24.65 28.35 14.17
Station 5 Poly tapping 1 36 14.03 12.44 13.98 13.90 13.08 13.49 15.51 15.51
1 poly=12 packet rolls

1 packet roll=3 pieces
30.00
25.00
20.00
Work Division
15.00
Work Division
10.00
5.00
0.00
1 2 3 4 5
Station
62
TO BE:
Central Packing
Quality code: Pepco12*12
Cycle Time (sec)

Operation No. of workers PCS per Reading 1 2 3 4 5 AVG time/PCAllowance Work Division
Station 1 Folding 7 36 136.00 136.00 136.00 148.00 128.00 136.80 157.32 22.47
Station 2 rolling 10 36 203.96 200.48 194.08 203.00 208.00 201.90 232.19 23.22
Station 3 Ribboning 5 36 86.76 82.04 90.72 90.60 95.80 89.18 102.56 20.51
Station 4 inspection and poly packing 2 36 25.59 21.93 25.98 28.26 21.48 24.65 28.35 14.17
Station 5 Poly tapping 1 36 14.03 12.44 13.98 13.90 13.08 13.49 15.51 15.51
1 poly=12 packet rolls

1 packet roll=3 pieces
25.00
20.00
Work Division
15.00
10.00 Work Division
5.00
0.00
1 2 3 4 5
Station
63
5.2.4 ANALYISIS FROM THE DATA COLLECTED FROM THE TIME

MOTION STUDY OF CENTRAL PACKING DEPARTMENT
In time motion study no 2 it can be observed in as is situation that station 3 is taking the
maximum time for the completion of its task, while station 4 the minimum and the others
are working with the optimal efficiency.
Therefore, the changed need to be made is to overcome the waiting time given by the
station 3 by adjusting the number of workers among the assembly line. This could be
accomplished by adjusting a worker from station 2 to station 3 which will increase the
working efficiency of station 3.
5.2.5 OBSERVATION 3
product having quality code KS2860/9(AVP), having totaled 9 inline workers. 10 pieces
per carton are prepared over here.
64
3. QUALITY CODE: KS2860/9(AVP)
AS IS:
Central Packing
Quality: KS2860/9(AVP)A Colour code:K2529
Cycle Time (sec)
Station 1 Folding 4 10 50 57.5 47.5 70 57.5 56.5 64.975 16.24
Station 2 Tags Insertion 2 10 47.5 55 60 55 60 55.5 63.825 31.91
Station 3 Inspection 2 10 70 60 62.5 55 70 63.5 73.025 36.51
Station 4 Carton making 1 10 25 22 25 24 23 23.8 27.37 27.37
10pcs/Carton
40.00
35.00
30.00
Work Division
25.00
20.00
15.00 Work Division
10.00
5.00
0.00
1 2 3 4
Station
65
The current scenarios can be observed of the processing line have a product of quality code
KS2860/9(AVP). It is observed that station 1 is taking the minimum time for the
completion of its task while station 3 is taking the maximum time for the completion of its
task. This leads to the variation in the assembly line.
5.2.7 OBSERVATION 4
product having quality code 11*11/11 OL having totaled 20 inline workers. 6 polies per
carton are prepared and single poly contains 4 packs, and each pack carries 9 pieces of the
product.
66
[4] QUALITY CODE: 11*11/11 OL
AS IS:
Central Packing
AS-IS
Quality: 11*11/11 OL
Cycle Time (sec)
Station 1 Folding of the wash cloths 8 36 24 20 20 24 24 22.4 25.76 3.22
Station 2 Count, Mix & Sepration 2 36 10.6 12 10.6 10.6 10.6 10.88 12.512 6.26
Station 3 Lable folding 3 36 17.3 24 18.6 16 17.3 18.64 21.436 7.15
Station 4 Tags Insertion 2 36 2.8 1.83 2 2 2.16 2.158 2.4817 1.24
Station 5 Inspection 3 36 26.6 20 29.3 21.3 25.3 24.5 28.175 9.39
Station 6 Poly packaging(bag) 1 36 10.6 13 8.6 14.3 11 11.5 13.225 13.23
Station 7 Poly Sealing 1 36 9.6 8.3 13 5.3 9 9.04 10.396 10.40
6 poly/ carton
4 packs/poly
9Pcs/pack
Figure 5.12 Data Collected
14.00
12.00
10.00
Work Division
8.00
6.00
Work Division
4.00
2.00
0.00
1 2 3 4 5 6 7
Station
Figure 5.13 Graphical Representations of Data
67
TO BE:
Central Packing
TO-BE
Quality: 11*11/11 OL
Cycle Time (sec)
Station 1 Folding of the wash cloths 6 36 24 20 20 24 24 22.4 25.76 4.29
Station 2 Count, Mix & Sepration 2 36 10.6 12 10.6 10.6 10.6 10.88 12.512 6.26
Station 3 Lable folding 3 36 17.3 24 18.6 16 17.3 18.64 21.436 7.15
Station 4 Tags Insertion 1 36 2.8 1.83 2 2 2.16 2.158 2.4817 2.48
Station 5 Inspection 4 36 26.6 20 29.3 21.3 25.3 24.5 28.175 7.04
Station 6 Poly packaging(bag) 2 36 10.6 13 8.6 14.3 11 11.5 13.225 6.61
Station 7 Poly Sealing 2 36 9.6 8.3 13 5.3 9 9.04 10.396 5.20
6 poly/ carton
4 packs/poly
9Pcs/pack
216
Figure 5.14 Data Collected
8.00
7.00
6.00
Work Division
5.00
4.00
3.00 Work Division
2.00
1.00
0.00
1 2 3 4 5 6 7
Station
Figure 5.15 Graphical Representations of Data
68
The as is situation of time motion study no. 4 which has a quality code of 11*11/11 OL,
indicates that the station 6 is taking the maximum time for the completion of its pre define
work which becomes a bottle neck for the processing line, while station 4 is taking the
minimum time.
The subsequent line can be balanced by adjusting the number of workers from station 1 to
station 6, as well as from station 4 to station 5 which reduces variations in the processing
line.
69
CHAPTER 6 SIMULATION
6.1 DEFINITION
Simulation is the reproduction of a real system and its dynamic processes in a model. The
aim is to achieve transferable findings for reality. In a wider sense, simulation means
preparing, implementing, and evaluating specific experiments using a simulation model.
We have suggested propositions through plant simulation software in the dyeing
department of the industry, the respective suggestions need to be considered for the
effective use of man and machine, and to have a balance processing line which will
effectively reduce the waiting’s and blockage in the line as well.
6.2 DATA COLLECTION

The data required for the simulation study can be structured as follows:
1. System load data
2. Organizational data
3. Technical data
Start Plant Simulation by clicking on the icon in the program group or the desktop icon
[14].
To define the layout, we use the menu item: WINDOW. Here, we set what we want to
see on the screen. A standard Plant Simulation window can contain the elements such as
toolbox, frame window, class library and console etc., which can be further visualized
through Figure 6.1.
70
Figure 6.1 Program Windows [14]
71
Figure 6.2 Models [14]

These are the buttons that are used to represent an operation that is happening in the
processing line. For example, source indicates raw material input, single process indicates
a single machine, or a single process and drain indicates the output of the process.
Figure 6.3 Connector [14]

Connector is used to define the flow of operations, by means of its different parts can be
transported from one object to the next. The connector has an icon depicted in Figure 6.3.
72
Figure 6.4 Dialog windows [14]

In Dialog window you can insert details about any operation. Dialogues remain open
while the apply button saves the values.
Figure 6.5 Event controllers [14]

Through event controller you can control the time and speed of the simulation. Statistical
values that are collected by the plant simulation can be find in the statistics tab of the
objects.
73
6.3 SIMULATION OF DYEING AND PACKING DEPARTMENT:

6.3.1 DYEING DEPARTMENT FLOW CHART
Figure 6.6 Dyeing Flow Chart
74
75
Figure 6.7 Plant Simulation of Dyeing Department
76
Figure 6.8 Plant Simulation of Dyeing Department
77
Figure 6.9 Complete Dyeing Floor chart
Figure 6.10 Half Bleach Resource Statistic Chart
Table 6.1 Analyses and proposition for dyeing department (Half-Bleach)
INTERPRETATION PROPOSITION
1 The Graph in the figure 6.10 shows that there What we could do is to either remove 1 or 2 cold
is some blockage in the Cold Pad Batch pad batch machine or instead we could add one
machine which shows that the output of Cold more wash box in place, so the input capacity of
Pad Batch machine is much higher than the wash box machines does increase along with less
input capacity of the next subsequent blockage in cold pad batch machine.
machine which is Wash Box.
2 From Simulation we got to know that the
combined output of the Cold Pad Batch
1,2,3,4 machine at 29% working is 11094.44
kg/8hrs.
3 And The combined output of Wash box 1,2
at 58% working is 11094.16 kg/8hrs.
78
Figure 6.11 Full Bleach Resource Statistics Chart
Table 6.2 Analysis and proposition for Dyeing Department (Full Bleach)
INTERPRETATION PREPOSITION
1. The Graph in the figure 6.11 shows that there Here, what we could do is to run single J-box so
is some blockage in the J Box 1, 2 machine excess inventory in avoided.
which shows that the output of J Box 1,2
machine is higher than the input of the next
subsequent machine which is MCS 2,3 Wash.
2. From Simulation we got to know that the
combined output of the J Box machine at
61% working is 11661.44 kg/8hrs.
3. And The combined output of MCS 2,3 at
62% working is 11660.8 kg/8hrs. [9]
79
6.3.2 CURRENT SITUATION OF THE DYEING DEPARTMENT
Figure 6.12 As-is scenario of dyeing floor
As IS
80
70
60
Percentage
50
40
30
20
10
0
washbo washbo
cpd 1 cpd 2 cpd 3 cpd 4
x1 x2
Working 29.49 29.49 29.49 29.49 58.97 58.97
Waiting 3.5 3.5 3.5 3.5 41.03 41.03
Blocked 67.01 67.01 67.01 67.01 0 0
Figure 6.13 Graphical representation of current scenario of dyeing department
80
Table 6.3 Analysis of the current scenario of dyeing department
AS IS
MACHINE PRODUCTION/8HR
WORKING WAITING BLOCKED
NAME (METER)
CPD 1 29.49 3.5 67.01
CPD 2 29.49 3.5 67.01 39636
CPD 3 29.49 3.5 67.01
CPD 4 29.49 3.5 67.01
WASHBOX 1 58.97 41.03 0
39634
WASHBOX 2 58.97 41.03 0
6.3.3 EXPLANATION OF CURRENT SCENARIO OF DYEING DEPARTMENT

We have 4 cold pad dyeing machines and 2 wash box machines but as we can see from
simulation there is blockage found (Red Highlighted).
The wash box machines capacity is comparatively lower than cold pad dyeing machines.
Blocked percent is about 67% of cold pad dyeing machines
Changeover time percentage of wash box machines can be seen in Waiting column that is
41 % which is affecting its production time.
Using this configuration 39636-meter fabric is processed through cold pad machine and
39634-meter fabric is processed through wash box machine in 8 hours.
81
6.3.4 PROPOSITION NO.1 FOR THE CURRENT SCENARIO OF DYEING

DEPARTMENT
Figure 6.14 Proposed scenario 1 of Dyeing Department
PROPOSITION 1
70
60
50
Percentage
40
30
20
10
0
washb washb washb
cpd 1 cpd 2 cpd 3 cpd 4
ox 4 ox 1 ox 3
Working 37.84 38.02 37.84 38.02 50.19 50.2 51.32
waiting 58.26 58.44 58.26 58.44 49.81 49.8 48.68
Blocked 3.9 3.54 3.9 3.54 0 0 0
Figure 6.15 Graphical representation of proposition no.1 for Dyeing Department
82
Table 6.4 Proposition no.1 for Dyeing Department

MACHINE WORKING WAITING BLOCKED PRODUCTION/8HR (METER)
CPD 1 37.84 58.26 3.9
CPD 2 38.02 58.44 3.54

50860
CPD 3 37.84 58.26 3.9
CPD 4 38.02 58.44 3.54
WASHBOX 4 50.19 49.81 0
WASHBOX 1 50.2 49.8 0 51738
WASHBOX 3 51.32 48.68 0
6.3.5 EXPLANATION OF PROPOSITION NO.1

simulation there is waiting found (Yellow highlighted).
After adding an extra wash box machine, blockage is reduced while waiting is increased
but we cannot see considerable increase in working of cold pad machines.
Waiting percent is about 58.44% of cold pad machines and 49.81 of wash box machines.
83
6.3.6 PROPOSITION NO.2 OF THE DYEING DEPARTMENT
Figure 6.16 Proposed scenario no.2 for Dyeing Department
PROPOSITION 2
70
60
50
Percentage
40
30
20
10
0
cpd 3 cpd 4 washbox 1 washbox 3
Working 58.97 58.97 58.97 58.97
Waiting 6.97 6.97 41.03 41.03
Blocked 34.06 34.06 0 0
Figure 6.17 Graphical representation of proposition no.2 of Dyeing Department
84

PRODUCTION/8HR
MACHINE WORKING WAITING BLOCKED
(METER)
CPD 3 58.97 6.97 34.06

39634
CPD 4 58.97 6.97 34.06
WASHBOX 1 58.97 41.03 0

39634
WASHBOX 3 58.97 41.03 0

If we use 2 cold pad dyeing machines and 2 wash box machines, we can see from
simulation there is blockage found (Red highlighted).
By doing this we can see through simulation working is increased to about 58.97% (Green
Highlighted).
Blocked percentage is about 34.06% (Red Highlighted) in cold pad machines and waiting
41.03% (Yellow Highlighted) in wash box is observed.
85
6.3.8 PROPOSITION 3 FOR THE DYEING DEPARTMENT
Figure 6.18 Proposed scenario 3 for Dyeing Department
PROPOSITION 3
90
80
70
Percentage
60
50
40
30
20
10
0
washbox washbox washbox
cpd 3 cpd 4
1 3 4
Working 76.42 75.3 50.57 50.57 50.57
Waiting 19.46 22.51 49.43 49.43 49.43
Blocked 4.12 2.19 0 0 0
Figure 6.19 Graphical representation of proposition no.3 of Dyeing Department
86

PRODUCTION/8HR
MACHINE WORKING WAITING BLOCKED
(METER)
CPD 3 76.42 19.46 4.12

51360
CPD 4 75.3 22.51 2.19
WASHBOX 1 50.57 49.43 0
WASHBOX3 50.57 49.43 0 50982
WASHBOX 4 50.57 49.43 0

simulation working has been increased to 76.42% (Green Highlighted) in cold pad
machines.
We can see blocked percentage is reduced considerably to 4.12% (Red Highlighted).
Waiting of cold pad machines also reduced to 22.51%.
6.4 ALTERNATE PROPOSITIONS FOR REDUCING THE BLOCKAGE OF

WASHBOX
Wash box Changeover time reduction:
Points highlighted:
1. Increasing the flow rate of drainage by increasing drainpipe size.
2. Increasing the temperature of RCR heat exchanger
3. Equal distribution of the water flow rate in all chambers of the wash box machine
at the time of filling them.
4. Proper insulation of windows of wash box to avoid steam leakages causing
increased time in maintaining temperature
87
CHAPTER 7 CONCLUSIONS
7.1 ANALYZE
So far we have come across to the technical analysis of the time motion study of dyeing
and packing department of various production lines. , along with the simulation of current
scenarios of the dyeing and packing department, which further clarifies the active working
environment that is been followed in the processing line for the manufacturing of the end
product. Propositions have been suggested for dyeing department which not only increases
the working efficiency of machines but also blockage and waiting of the machinery is
reduced.
We have also analyzed the current situation of the departmental floors by means of visual
management and 5s to identify the areas for improvement with respect to them.
7.2 OUTCOME
The outgrowth of our performed tasks is the implementation of 5S which direct towards
the sorting of process and procedures involved in production line , set in order some
mismanaged processes and shine the floor space by means of minimizing floor waste with
the help of various ideas such as by placing a polythene bag on each table along the grader
and by placing the cleaning schedule upfront, which need to be updated by the end of each
day with further modifications in the arrangement of products so the necessary items
remain in the hand reach of every worker.
We have also come across to the boards of visual management which will quantify and
analyze the daily production line of the particular department, which will give you a
complete guideline about the daily production, specify lean team members, final and inline
audit failure percentages, ratio of faults that occur on daily basis, safety, number of in
working machines and workers.
7.3 RECOMMENDATIONS AND FUTURE WORK

1. For the next expansion of time one need to accomplish a couple of tasks which
includes sustaining and standardizing the sorted data which need to be followed for
the next duration. After the work being done, need to make a routine of daily or
weekly audits to check whether the assigned task been followed or not.
2. Sessions need to be given to the employees working there to increase their
knowledge regarding the 5S tool and its sustainability cause.
3. The propositions that have been mentioned need to be consider for the better
working efficiency of both man and machine.
4. It is recommended that further working on implementation of lean methodology in
all the departments of Feroze1888 mill will increase the lean scores that will
ultimately improve the process efficiency and minimize wastages.
88
5. The implementation of all the corrective action plans and control to sustain the
solutions. Track the results so that any drift back to previous results can be
monitored and addressed in a proactive manner.
7.3.1 IN 5S
We have implemented sort, set in order and shine components of 5s tool on floor space. To
standardized and sustain the implemented actions weekly audits need to be held to ensure
continuous improvement. Reward system for the appreciation of an active worker need to
come in action.
7.3.2 IN VISUAL MANAGEMENT

The KPI’s boards that have been designed for the stitching department need to have a
follow up that whether they been updated timely or not.
7.3.3 IN LINE BALANCING

The prepositions that have been planned by means of time motion study of packing
department need to be implemented, along with more observations in this area need to be
made for better results. Simulation propositions have been proposed for the dyeing
department of the industry, which need to be considered regarding balance processing line.
89
REFERENCES
1. Pereira LG, Tortorella GL. A literature review on lean manufacturing in small
manufacturing companies. InProgress in Lean Manufacturing 2018 (pp. 69-89).
Springer, Cham.
2. Vinodh S, Joy D. Structural equation modeling of lean manufacturing practices.
International Journal of Production Research. 2012 Mar 15;50(6):1598-607.
3. Hama Kareem JA, Talib NA. A review on 5S and total productive maintenance and
impact of their implementation in industrial organizations. Advanced Science
Letters. 2015 May 1;21(5):1073-82.
4. BHARAMBE V, PATEL S, MORADIYA P, ACHARYA V.
IMPLEMENTATION OF 5S IN INDUSTRY: A REVIEW.
5. Chen JC, Chen CC, Lin YJ, Lin CJ, Chen TY. Assembly line balancing problem of
sewing lines in garment industry. In Proceedings of the 2014 International
Conference on Industrial Engineering and Operations Management Bali, Indonesia
2014 Jan 7 (pp. 7-9).
6. Wilson L. How to implement lean manufacturing. McGraw Hill Professional; 2009

Jul 6.
7. Tokola H, Niemi E, Väistö V. Lean manufacturing methods in simulation literature:

review and association analysis. In2015 Winter Simulation Conference (WSC)
2015 Dec 6 (pp. 2239-2248). IEEE.
8. Group 10. Implementation of Lean, Six-sigma and Kaizen in wet processing
department of Al-karam Textile mills limited. Batch 2012-13.
9. George L. Hodge, Kelly Goforth Ross, Jeff A. Joines & Kristin Thoney (2011)
Adapting lean manufacturing principles to the textile industry, Production Planning
& Control, 22:3, 237-247, DOI: 10.1080/09537287.2010.498577.
10. https://www.allaboutlean.com/5s-method/5s_tools_drawer/
11. https://www.clarityvisualmanagement.com/wp-content/uploads/2017/08/Forbo-
Clarity-VM-Board2.jpg
12. https://www.clarityvisualmanagement.com/wp-content/uploads/2017/08/Forbo-
Clarity-VM-Board2.jpg
13. http://www.beyondlean.com/images/xlinebalance2.jpg.pagespeed.ic.gqp_OcU6xy
.jpg
14. Tecnomatix plant simulation modeling and programming by means of examples.

Springer Cham Heidelberg New York Dordrecht London _c springer international
publishing Switzerland 2015.
90

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Department of Textile Engineering

APPLICATION OF LEAN METHODOLOGY IN STITCHING,

Group No. 10 Batch:2016-2017

Name Seat No.

MUHAMMAD AZEEM TS-002

AYESHA SOHAIL TS-019

MUHAMMAD AAQIB TS-050

AREEBA ARSHAD TS-059

Internal Advisor: Dr. Shenela Naqvi (Asst. Professor)

DEPARTMENT OF TEXTILE ENGINEERING

NED UNIVERSITY OF ENGINEERING AND TECHNOLOGY

APPLICATION OF LEAN METHODOLOGY IN STITCHING,

Group No. 10 Batch: 2016-2017

Name Seat No.

MUHAMMAD AZEEM TS-002

AYESHA SOHAIL TS-019

MUHAMMAD AAQIB TS-050

AREEBA ARSHAD TS-059

Internal Advisor(s) External Advisor

DEPARTMENT OF TEXTILE ENEERING

NED UNIVERSITY OF ENGINEERING & TECHNOLOGY

The project is based on simplified approach to process improvement by using Lean

3.6.3 STEP 3 IMPLEMENTATION ............................................................................................ 44

6.2 DATA COLLECTION ........................................................................................... 70

1.1 PROJECT AIM

1.2 PROJECT OBJECTIVES

1.3 PROJECT BACKGROUND AND IMPORTANCE

1.4 PROJECT PLANNER

Analyze the current situation in Dyeing

Implementation of 5S in all sections of

Visual Management in Dyeing and

Data Collection (Process times,

Report Submission with propositions 27-02-20 12

Table 1.1 Project Planner (Continued)

Analyze the current situation in Stitching

Implementation of 5S In all sections of

Visual Management in Stitching and

Data Collection (Process times,

Report Submission 04-10-20

Final Presentation in front of project

CHAPTER 2 LITERATURE REVIEW

2.1 WHY IT’S NEEDED

2.2 COMPETITIVE BENEFITS OF LEAN MANUFACTURING

2.3.1 CASE STUDY REGARDING 5S

2.3.1.2 THEORETICAL APPROACH

2.3.1.2.2 SET IN ORDER

2.3.1.4 SCOPE OF IMPLEMENTING 5S

2.4 THE OVERALL LEAN APPROACH

2.5 ELIMINATING THE WASTES

2.6 PREVIOUS PROJECTS RELATED TO LEAN

2. Process Improvement by using Kaizen and Lean manufacturing tools in stitching

2.7 LEAN IMPLEMENTATION MODEL

Figure 2.2 Lean Implementation Models [9]

3.2 PROBLEMS IDENTIFIED IN THE STITCHING, PACKING AND DYEING

Figure 3.1 Sacks were laying on floors in an unorderly

Figure 3.3 Trollies placed in an unorganized manner

Figure 3.8 Improper placement of inventory in front of VM board

3.3 METHODOLOGY AND DATA COLLECTION

Figure 3.10 Unnecessary bags placed with sewing machines which

Figure 3.11 Removal of unnecessary bags has been done

Figure 3.12 Blocked floor

Figure 3.13 Properly cleaned floor

Figure 3.14 Unnecessary cartons and