STITCHING IMPROVEMENT PROJECT

NOS Team
Purpose:

Return the current STT line to the NOS description

Scope:

Stitching line: Plant A, Plant B, Plant C

 Overview
I. Current analysis II. Improvement III. Adjustment

Select VT06 STT cell, study

the current of:
1. Layout
2. Batch size
3. Indirect component
4. Material flow
5. Line balance
6. Other issues: machine,
man, method, material
1. Re-organize feeding 1. Continuous improvement
rack& basket through shopfloor
feedback
movement
2. Set up Upper Kanban 2. Build Relief team to fulfill
system absenteeism
3. Clear material flow 3. Sustainability
management
4. Line balance
5. Consider VJ STT
layout, design new STT
layout with the best
effect base on current
facilities

Project management: 100% NOS Team involved in

Timeline: 3 weeks for improving STT VSM06
2 months for STT Plant A + Plant B + Plant C
 Plan 1. Current layout analysis
Layout overview
Advantages
VSM STT layout divided in many separated
rows. By this way, it brings to shoplfoor some
benefits:
-Getting 5S better
-Preventing worker talk to one another, thus STT
production will be more concentrated
-Problems will be exposed clearly
Disadvantages
Because of its disposition, layout cause a lot of
things to be concerned:
-Need more rack to keep component
-TL, material handlers have to move too much
-Material is flowed in many sections, leads to
over processing
-Unconnected rows make the line look chaos
 Plan 1. Current layout analysis

Material flow inside single STT cell

1. Due to unconnected 1
processes, worker have
to pick component and
move around the STT
cell with too much
transportation
2. Not easy to arrange
job for worker in balance Main material flow

in order to reduce Worker transportation

movement cause Direct component
overprocessing.
3. Getting more stress
from handling
component loss much
2
time in stead of Hamerring
concentrating on making 4
Hamerring

output
3

Instance of movement
Worker How much How frequent How long
1 30m 18 times/day 540m

2 10m 18 times/day 180m

3 12m 18 times/day 196m

4 17m 18 times/day 236m

 Plan 1. Current layout analysis

Cutting material assignment

Indirect component rack

Eyestay Reinforce

Line 2
Line 1

Lunatrainer Lunatrainer

1. Assign Cutting machine far from the cutting rack

2. Material handler have to move part in a distance of 14m
 Plan 1. Current layout analysis

Material flow relate to outside processes

H/F MOLDING HONGWON

Material movement
Indirect component rack

Eyestay Reinforce

WIP: 180 prs

Line 1

Lunatrainer
Line 2 Lunatrainer

24 prs

1.Material handler take component from HF, Hongwon and Molding 4 times/ day with a movement of 1400m;
On the other hand, she fulfills baskets for feeding rack with 250m per day
2. There is no way for her to feed component (including direct parts) in a big batch size 24 prs to save time
 Plan 1. Current layout analysis

Material flow in VSM STT layout and Plant D STT layout

VSM STT layout Plant D STT layout

Hamer
Hamerri

ring
ng

-Too much direction for -Material run in less direction

material flow -More simple and clearer to
-Very complicate for feeding component
handler to supply
component to the line
Do 2. STT improvement

II. Improvement

1. Re-organize feeding
rack& basket
movement
2. Set up Upper Kanban
system
3. Clear material flow
4. Line balance
5. Consider VJ STT
layout, design new STT
layout with the best
effect base on current
facilities
 Do 2. STT improvement

1. Re-organize feeding rack

Current Suggestion

Board
n
Kanba
A,B,C
B
Kan
ban
Boar

D,E
B d

A
D
E C

-With 8 feeding racks, workers take component
whenever they want
-As a result: very difficult to control material,
WIP pile up
-Re-balance STT line and feeding station name
-Keep 6 racks: A, B, C, D, E, F
-Divide cutting assignment following material
flow: 1 machine for indirect part, 2 for direct
part
 Do 2. STT improvement

2. Basket movement
Assembly

Empty basket
 Do 2. STT improvement
3. Set-up Upper Kanban system
Current Kanban system issues

Kanban board 1 Kanban board 2

Located: b\t Cutting & STT cell Located: end of STT cell

Pcard 100

Pcard 101

Using wrong Kanban card

 Do 2. STT improvement
3. Set-up Upper Kanban system
Upper Kanban procedure
6 1 *

2
**
3

3
4

(*) Upper P-Card kanbans (100) are placed on board (I) before 3pm for next day 8hrs working
(1) Material handler writes down information on the kanban card including Date, size, style No, sequence base on the number of p-
card
(2) Send to cutting machine to order direct components
(3) After cutting, Direct components are cut & set in the basket with 12prs
(4) Material handler delivers components to line with kanban & put at feeding station following the sequence from A,B,C,D,E & F
(5) Empty baskets from feeding racks are returned and put on cutting rack
(6) Take Upper P-Card kanban from kanban board (I) to put on the board (II) at the end of stitching line
(**) Uppers are packed in to basket, Packing operator takes P-card on kanban board (II) and put in kanban holder on basket
Note: Duration of cutting basket delivery
Every 30 minutes (half of hour) stitching material need to deliver basket to stitching line with the
maximum 2 baskets (24prs)
 Do 2. STT improvement
4. Consider VJ STT layout
VJ Plant E STT layout

5.5m 17.8m

Comp comp
CUTTING

PRINTING
CUTTING

PRINTING
5.25m

CUTTING

Comp Comp

-Minimize double stt

machine arrangement to
reduce talking
-Smooth material flow and
control inventory more
effective
-Eliminate wastes of
transportation
 Do 2. STT improvement
5. Consider VJ STT layout and design new STT layout

-VJ STT layout require a long space so we can not copy 100% design to our
current layout

->Combine the current layout and VJ layout, come up a new layout with
purposes:
-Less WIP and batch size reduction
-Clearer material flow
-Control Indirect component more effective
-Increase productivity
-Reduce waste of transportation and keep stability of NOS sustainability