K&T RESEARCH AND DEVELOPMENT

Organising the unorganised.

REVIVING MSMES
Natural Textiles, Handloom, Handicrafts, and Apparels Manufacturing

K&T K&T K&T K&T K&T K&T

K&T K&T K&T K&T K&T K&T
K&T K&T K&T K&T K&T K&T

Let K&T take the lead

K&T OBJECTIVE
To help in organizing the unorganized sector of natural
textiles, handloom, handicrafts and apparel manufacturing and
achieve a preeminent global standing in manufacturing sectors
and develop a vibrant handloom and handicrafts sector for
sustainable economic and global development.
K& T is the Research and Development Organisation, working
in Natural Textiles, Handicrafts, Handlooms and Apparels
manufacturing sectors with the sole objective of making these
sectors more competitive in the global market.

When you choose K&T research and development services, as

your consulting and bussiness solution and upgradation
partner, you will discover what so many enterprises have
already discovered- the power of certainty.
We are a trusted associate creating innovating strategies and
delivering enhanced business performance from concept to
commissioning, by creating intelligent solution to help manage
manufacturing business productivity, efficiency and ultimately
increase in bottom line results. Building on more than 9 years
of experience, we add real value through domain expertise
plus solutions with proven success in the field and class apart
service. Its how we keep moving forward.

Initiative you can rely on and knowledge you can trust. In our
increasingly complex and rapidly changing world, its time to
take the lead with K&T Research and Development Services.
Its time to learn better practices and achieve scale.

K&T MEANS,
YO U C A N C O U NT O N R E S U LT, PA RT N E R S H I P A N D L E A D E R S H I P.

K&T Mission

K&T Supports

To develop Handicrafts, Hanlooms

and Apparels sectors of India in
becoming biggest contributors of
GDP to India.

WE PROVIDE THE ENTIRE GAMUT OF

SERVICES TO ENSURE THAT THE PROJECT
IS TAKEN THORUGH THE PROCESS OF
CONCEPT TO COMMISIONING.

K&T Goal

helping womens and socially

backwards to learn new/multi skills
but also empower them to be selfdependent and nancially secure.

To become a one stop solution

provider in the eld of Handicrafts,
Handlooms and Apparels thus
helping the sectors grow and contribute more efciently to the GDP
of India.

provide forward and backward linkage

which lead to increase in earning
substantially in global markets.

K&TVision

structuring proper working

environment, fair trade and easy
access to health care facilities to
achieve better quality of life for artisan
communities.

To research & develop solutions

which help solving problems in
each and every possible sub
sectors of Handicrafts, Handlooms
and Apparels with the help of
expert teams.

Effacious service
delievery mechanism on
principal of Economy of
Happyness.

offering clients wide range of industrial focused business solutions.

Multi skilled, multi-disciplined firm

Exposure of working in several clusters across many
sectors Pan India has helped us to become a
multifaceted knowledge repository. The segments
served encompass a broad range of Natural Textiles,
Handlooms, Handicrafts and Apparels.

SECTOR SPAN,
K&T work across clusters dominated by the presence of micro, small and medium enterprises with
focus on the commercialization and development of projects and creation of value added nancial
services from concept to execution. By providing them with strong infra-structure enable through
a collaborative approach, thereby ensuring fair trade related compliances & creating a conductive
frame for sector to move up the value chain efciently and expeditiously.

ITS OUR PROMISE TO EVERY CLIENT WE ARE COMMITED TO YOUR SUCCESS.

Individual Commitment To Group

Effort

K&T bring extensive knowledge pool. The rich

variety of talent and skill has enabled us to
customize distinct team for every project. Core
of rich experience has rendered us with strong
industry relationships and a comprehensive
understanding of the sector and provide unique
outlook to every new project. We combine the
dynamism and fluid thinking of the young
graduate with the business knowledge and
insight of the seasoned executive.
Our differentiation is derived from a rapid
performance based, industry tailored and
technology enabled business solution services.

Powered By Knowledge

There is no substitute for knowing an industry

inside and out. Organisation need to track
competitive, dynamics, regulatory changes and
advances in technology to compete and thrive
in their sector. We study market, trends and
emerging best practices in every sector of
Textile & Apparels and region, locally and
globally. It also helps us to advance our
practices.

We help our clients make

lasting improvements to
their performance and
realize their most important
goals.

Result Oriented Thinking

K&T works side by side, adding a critical

dimension to our traditional consulting work.
We partner closely with clients to help them
produce rapid-results, signicant measures,
and improvement in productivity, cost, quality,
time to market and other metrics.
-To obtain lasting and substantial
performances and improvement through
operational transformations, reorganization,
post-merger integrations and new strategies,
we work directly with the client staff at all level
to help them develop new skills, build capabilities and become home grown implementation
experts- an approach that helps companies
sustain improvement long after a project ends.
-To achieve long term improvement and
measurable, bottom line results, We help
strengthen and align leadership, transform
process, optimize management practices and
in particular build capabilities through rigorous
and supportive coaching.
K&T goal is to deliver result by ensuring that all
employees understand the purpose of the implementation and how their daily work will change.
We solve operational and organizational problem
in time critical and distressed solutions. Our
solutions are transforming the way business
make decisions and achieve long term performance
improvement.

Development
OF CLUSTER

With our extensive experience off

designing developing, mobilizing
resources and managing
sustainable livelihood solutions
artisan clusters. Our project
involve mapping of the sectors
and resources, gap analysis,
strategy for upliftment of sector
and implementation framework
to address the gaps.

Identification of the critical

constraints in the cluster,
sensitizing and collectivizing the
target sector, developing and
executing such projects is the key
elements and brings sustainability
to the interventions.

For handlooms, handicrafts and

apparel manufacturing, sectors
cluster development; we offer
industry solution on all value
chains along with services
focusing on capacity building,
linkage and up gradation.

K&T holistic approach includes

development strategies identification and transfer of best practices,
implementation of program, documentation and standardization of
practices gained in the strategies,

SERVICES THAT ADVANCE YOUR BUSINESS

When you get right down to it, success is all
about value and trust.
Value is a product of trust, we know that value
and trust are also the ingredients of a quality
relationship and they are earned over more
than a single engagement. We help to build
effective organizations, reduce costs and
leverage talent.

1.

Our Services help companies build lasting

competitive advantage at every level of the
business. We work collaboratily with clients to
connect strategy vision to measurable result
for supply chain, industry operations, cost
reduction and business mode transformation.

4.
5.

2.

3.

6.

Manufacturing excellence: producing more with

less. Improving operation efficiencies.
Developing strategy: we help growth, market
entry, diversification and innovation. we use the
unrivalled mix of capabilities to deliver strategies
that are both insightful, industry relevant and
practical.
Market strategy work : ensure implementation to
achieve results
Operations: improve your supply chain process.
People and organization: ensure sustainable
change and maximize the impact of talent.
Management consulting: we are committed to
delivering value to our clients and ensuring long
term success.

Solutions which are designed to facilitate

investment, foster innovation, protect
intellectual property rights and help to
build best in class manufacturing infrastructure and generate skill, scale and
speed.

We focus on clients we take the pride in our

ability to provide quality service. Whether
they are owner managed business or multi
large corporation. We are a multi skilled,
multi-disciplined firm, offering clients a wide
range of industry focused business solutions.

K&T promise they deliver experience

result, on time, on budget with the
highest quality.

The value we bring to client is perspective360 degree thinking.

FUNCTIONS :
Providing certanity in the uncertain world.

Functional Areas
1.
Fashion and Natural textile
2.
Research & Development
3.
Export & International Trades
4.
Knitting & woven industries
5.
Planning & Economic Analysis
6.
Infrastructure
7.
Lean Manufacturing
8.
Handloom & Handicrafts

Excellence in functional discipline can make or

break an organizations ability to thrive from
strategy to operation. We are committed to
helping our clients build their functional skills
and boost performance for the long term.

LEAN
REDUCING WASTE.
INTRODUCING INNOVATIVE PRACTICES.
INCULCATING GOOD MANAGMENT SYSTEMS.
IMBIBING CULTURE OF CONTINOUS IMPROVEMENT.

NATURAL
TEXTILES
AND
HANDLOOMS

K&T

RESEARCH AND DEVELOPMENT

APPAREL
MANUFACTURING

HANDICRAFTS

HANDLOOM

LEAN

MANUFACTURING

COMPETITIVENESS SCHEME
A BUSINESS INITIATIVE TO REDUCE WASTE AND ADD VALUE IN MANUFACTURING

LEAN

is delivering the
extra-ordinary through
ordinary resources,
by building

extra ordinary process.

For more than a decade, leading organization have been successfully

importing concepts and solution from Lean manufacturing into service
and manufacturing industries.
From the repair of military vehicles to the processing of income tax
returns, from surgery to urban planning, lean is showing that it not only
improve services but also transform them for the better and this lean
movement across globe has written notable success stories.
By improving an "operating

For some the lean experience has

system"the configuration of

been truly transformational

assets, material resources, and

leading to stronger, more resilient

staffa lean approach can cut

and more responding

costs dramatically, by 15 to 30

operating cultures. Moreover they

percent. But cost savings are only

have done this across sprawling

part of lean's appeal, as

networks with

demonstrated by the experience

thousands of units and dozens of

of Toyota Motor, the pioneer of

operations centers globally.

these techniques in the 1950s and

A common pathology is the rush

the only consistently

to adopt lean tools and tech-

profitable volume car manufac-

niques. At best these mechanical,

turer.

bottom up approaches can create

Lean aims to optimize costs,

short term value within a

quality, and customer service

department or function but not

constantly. It does so by engaging

the break through performance

and equipping employees to

improvements that enable

focus on creating and delivering

successful sectors to change the

value in the eyes of the customer

way they compete. Achieving the

and eliminating whatever doesn't

goal requires ingraining new

contribute to this goal.

management practices and

cultural habits as well.

A three tier committee, along with a technical advisory

committee, has been formed for the implementation of the
scheme, under the assistance of Development Commissioner,
MSME.
Under the Lean Manufacturing
Comptetivness Scheme,
assigned Lean Consultant will:
Assess the existing system at each
member unit of the concerned SPV.
Diagnostic Study Report for each cluster
will be prepared. The report will include
measurable targets with respect to
baseline data. The baseline data and
monitor able increment may be
different for each unit.
Stimulated detailed step by step
procedures and schedules for
implementation of the Lean

Manufacturing Techniques (pre-defined

milestones).
Identify the end targets in quantifies
parameters to be achieved by each unit
at the end of the scheme.
Work in close cooperation with each of
the units to assess and then achieve the
Lean Manufacturing Techniques
implementation and
Respond to specific queries raised by
SPV on its performance.
Share their experience with the developments in the field.

Cluster Diagnostic Study Report (DSR).

includes existing status (5s, workspace management, safety, health,
energy conservation, TPM, Reduction in inventory, Organisation structure,
layout, process of manufacture, visual base line survey, identification of 7
wastes, inventory practices, top chronic problems etc.
Time Bound targets for achieving incremental improvements, parameters are
rated on a scale of 1-10.
Phase wise action plan.
Qualitative, quantitave and monetary benefits likely to be achieved.

To Avail The Lean Manufacturing Comptetivness Scheme

Requirement for the scheme is a group of preferably 10 msmes located
within an identifiable and as far as practicable, contiguous area and manufacturing same/similar products and needs to form a SPV (Special Purpose
Vehicle) that may be:
Trust as per Indian trust act 1882 or any similar trust act or
A private limited company incorporated as per Indian companies act 1956 or
A society under the societies registration act 1860 (including any of state
equivalent).

Approach involves engagement of

Lean Manufacturing Consultants to work with chosen
clusters with 80 percent financial support by Govt. of
India, for a period of 16 or less months to complete
the diagnostic study report, implement the action
plan, verify the incremental stages and submission of
final reports.
The interventions leads to increase in
comptetivness of the individual units
i.e they can manufacture better quality
products with less cost by
improvement in process flow,
standardization of process, reduction in
waste, processing time etc.

The extent of tangible benefits

depends upon the scope of improvement, benchmarking, involvement of
the entrepreneurs units. All these
aspects are studies and included in the
diagnostic study report, prepared at
the start of the intervention at the field
level. Incremental improvements are
verified.

Manufacturing
has been recognized as the main engine
for the growth of the economy.

The Development Commissioner, Ministry of Micro, Small & Medium Enterprises

(DC MSME), Government of India,
is implementing upscaled Lean manufacturing competiveness scheme (LMCS) for
the benefit of micro, small & medium Enterprises
(MSMEs) to unlock substantial improvement across
many dimensions at one- from manufacturing to
productivity, quality and work environment.
MSMEs play pivotal role in the overall industrial economy of the
county and account for more than 80% of the total number of
industrial enterprises. Despite being the backbone of Indian
economy, the potential of numerous micro, small and medium
enterprises have not been utilized to their fullest. Industries
face huge challenge of developing into world class
manufacturing facilities.
Our nation manufacturing sector is unorganized and fragmented, work under limited working capital, market access, and
resources. To achieve a sustained rate of growth, the manufacturing sector needs to build and maintain competitiveness needed to
face the challenges posed by globalization.
SUB-OPTIMAL SCALE OF OPERATION.

FUNDS SHORTAGE.

TECHNOLOGICAL OBSOLESCENCE.

CHANGE IN MANUFACTURING STRATEGIES.

SUPPLY CHAIN INEFFICIENCIES.

TURBULENT AND UNCERTAIN MARKET SCENARIO.

INCREASING DOMESTIC AND GLOBAL COMPETITION.

Government ministry
The Ministry of Micro, Small and Medium Enterprises, a
branch of the Government of India, is the apex body for
the formulation and administration of rules, regulations
and laws relating to micro, small and medium enterprises
in India.

LEAN MANUFACTURING BUILDS

QUALITY, VARIETY & FLEXIBILITY.

Lean Manufacturing Competitiveness Scheme

A business initiative to reduce WASTE and add VALUE in manufacturing.
Lean Manufacturing Competitiveness Scheme aims at improving the overall productivity by adding value with the help of Lean Manufacturing Techniques. The basic rationale for undertaking lean manufacturing is to enhance SME sector productivity, competitiveness and reduction of wastages.
It also help achieving social benefits in terms of training of labour, creation of knowledge,
increased labour productivity, lower inputs costs to other industries, and introduction of new
production equipment & methods in manufacturing and development of work culture in
society.

OBJECTIVE OF LEAN MANUFACTURING SCHEME

Reducing waste.

A
LEAN M NUFACTUR
OF
ING

E
EM

ING WASTE *
DUC
R
*
E

SC
H

The national manufacturing policy of government of

India envisages share of manufacturing to reach
target of 25% of the national GDP by 2022.

Increasing productivity.
Introducing innovative practices,
For improving overall competitiveness.
Inculcating good management systems.

CR

EA

IVE

SIN

GP

VITY

R O DUC

TI

Imbibing culture of continuous improvement.

CT

IN

IVE PRAC T ICES

OVAT
INN

OB
J

Under the LM scheme, msmes will be assisted in reducing their manufacturing cost, through proper personnel management, better space utilization, scientific inventory management, improved process flows, and reduced engineering time
and so on, with the application of LM techniques, evolved over a long period and are based on various minor to major
breakthroughs that helps in reducing cost and increase productivity and competitiveness.

LEADS TO
LEAN MANUFACTURING

INCREASED
EXPERTISE

BETTER
OPERATION
PRACTICES
PRODUCE
MORE
WITH
LESS

MANAGERIAL
COMPETENCIES
INCREASED
PRODUCTIVITY
OF
THE
ENTERPRISES

INCREASE
RETURN
TO
SCALE

ECONOMY
OF
SCALE
THAT
REDUCE
PER UNIT
PRODUCTION
COST

ENHANCED
COMPETITIVENESS
IN
DOMESTIC
AND
OVERSEAS
MARKETS

Lean in Textile & Apparel

Industry, is a path less
travelled.
Natural Fibers Textile
Handlooms
Handicrafts
Apparel Manufacturing

2nd largest employer, after agriculture.

GDP share 6%, Export 13 %.
Textile and apparels industries have been the strongest pillar
of National economy, employment and export.

Cotton yarn fabrics and made-ups

23%
industry is
growing
continously

9%
4%

11%

14%

Handlooms & Handicrafts

Cotton fiber- 9%
Cotton yarn fabrics and made ups 23%
M. Made Textiles-14% (textiles and powerlooms)
Garments 39% (woven & knitted)
Handlooms & Handicrafts -11%
(including silk, wool and other natural fiber textiles)
Others-4%(Technical textiles)

39%

Man Made Textiles & Powerlooms

Garment Manufacturing
Source : Ministry of Textiles, Annual Report 2014-15

INDIAN TEXTILE & APPAREL INDUSTRY HAS STRENGTH ACROSS THE ENTIRE VALUE CHAIN.
While some organizations in the country have initiated Lean manufacturing practices and have started to reap the benefits,
these practices have not reached many MSMEs in the country. The concept and scheme is still novel to most of the micro and
small enterprises in the country, especially in Textiles and apparels, handlooms and handicrafts.
Lean touches every aspect of manufacturing process as a discipline that is designed to
reduce waste and create evenly distributed processes. Lean methodologies have a potential to generate significant quantitative and qualitative benefits.
Lean manufacturing is normally known to benefit in the following ways.
Reductions lo lead time and throughput time substantially.

Team spirit- higher morale, motivation and participation.

Reduction of WIP and WIP related issues.

Leading to higher Innovation and excellence.

Floor space management.

Increasing productivity and highly responsive process.
Substantial improvement in quality.
Overall cost reduction.

Pleasent working conditions.

Longer machine life.
Systematic approach to work.
Improved flexibility.
Environment friendly.

WHAT IS LEAN ?
A Systematic approach to identify and eliminating waste
(non-value added activities)
the product at the pull of the customer in pursuit of perfection.
Value-added is an activity that
transforms or shapes raw material or information to meet
customer requirements.

Non value added is an activity that

takes time, resources or space, but
does not add to the value of the
product or service itseld.

WASTE, Anything that adds cost to

the productwithout adding value.
Typically >95% of Total Lead Time
is Non Value Added.

THE BASIC OF LEAN MANUFACTURING

LEAN

LEAN

01

Eliminating work
processes that
add no
value to
the
product

02
improve Quality

Eliminate Waste

Simplify
those
processes that
add
value to
the
product.

Reduce Time

Reduce Total
Cost

WASTE OF LEAN

Over Production
Motion
Inventory
Transportation
Wating
Undersutilised
Defects
Over Processing

GOALS OF LEAN MANUFACTURING

ZERO

BREAKDOWNS
DELAYS
INVENTORY
ACCIDENTS
DEFECTS

FIVE PRINCIPLES OF LEAN

Identify the value

stream.

Identify all the steps in the

value stream for each
product family, eliminating
those steps that do not
create value.

Define value from

customer perspective.
Specify value from the
standpoint of the end
customer by product family.

Makee the process

Flow.

Make the value-creating

steps occur in tight sequence
so the product will flow
smoothly toward the
customer.

Pull from the customer.

Just in time, Make only what
customer has ordered.

Head toward
Perfection.
As value is specified, value
streams are identified, wasted
steps are removed, flow and
pull are introduced, begin the
process again and continue it
until a state of perfection is
reached in which perfect value
is created with no waste

Lean Manufacturing Vs Traditional Manufacturing

LEAN MANUFACTURING

TRADITIONAL WAY OF MANUFACTURING

Simple and visual signals

Demand driven
Inventory as needed
Reduce non-value work
Small lot size
Minimial lead time
Quality built
Value stream managers

Complex
Forcast driven
Excessive inventory
Speed up value added work
Batch production
Long lead time
Inpected in
Functional departments

LEAN MANUFACTURING TECHNIQUES WITH BRIEF DESCRIPTION OF EACH :

5S SYSTEM:
The 5s system is a workplace management which helps in getting the junk out of
the work area and set of producers to keep it that way 5s stands for sort, set in order,
shine, standardize & sustain.
VISUAL CONTROL:
Visual controls such as cartoons, charts, lights, signals, lane marking on floor, safety
instructions, warning signs, poka-yoka instructions etc.. Can be displayed all over the
work place.
STANDARD OPERATING PROCEDURE (SOPS):
All verbal instructions should be converted to sops to remove dependency on skilled
personnel in achieving required product quality level, consistency, effectiveness and
efficiency.
JUST IN TIME (JIT):
A japanese manufacturing philosophy to make the right product in right quantity at
right time. This almost results in zero inventory and shortest possible cycle time.
KANBAN SYSTEM:
In this, components are pulled by assemble or subsequent work centers and the
containers are replenished with the right quantities by the previous work center,
which reduces the inventory of unwanted components.
CELLULAR LAYOUT:
IN this improved manufacturing system, family wise component completion is aimed
at within the smaller self contained cell, which is a part of a big factory, as compare to
operation wise completion in traditional functional layout.
VALUE STREAM MAPPING:
It covers all activities, both value added and non value added, and helps in arriving at
best layout of all resources required for making the product.
POKA YOKE OR MISTAKE PROOFING:
Japanese technique, used to prevent errors occurring at their source of origin, and it
finally leads to a zero defect situation.
SINGLE MINUTE EXCHANGE OF DIES OR QUICK CHANGEOVER(SMED):
Applying ingenious methods, setup time is minimized and brought to less than ten
minutes;, thereby smaller batches as required by the customer can be taken up for
manufacturing.
TPM(TOTAL PRODUCTIVE MAINTENANCE): Tpm involves operators, maintenance staff and management working together to improve overall operation of any equipment. Operators
who, first identify noisy or vibrating motors, oil or leaks, can be trained to make simple
repairs to prevent major and costly breakdowns.
KAIZAN OR RAPID IMPROVEMENT PROCESS:
Its an intense management programme, which results in immediate change and
bottom line improvement. Both management staff and operators are involved in this.

K&T
RESEARCH AND DEVELOPMENT

Handloom, Handicrafts And Apparel Manufacturing

REGISTERED ADDRESS: 30/15 LANE NO 10 VISHWAS NAGAR DELHI 110032

OFFICE ADDRESS: G 36 BLOCK G, CONNAUGHT CIRCUS, CONNAUGHT PLACE DELHI 110001
EMAIL: MAIL@KNTRESEARCH.COM
CONNECT: 8826008844, 8447324500

COPYRIGHT 2016 K&T HANDMADE PRODUCTS LLP