Professional Documents
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to analyze and design the flow of materials and information required to bring a product or service to a consumer.
The goal is to depict material and information flows across and throughout all value-adding processes required to produce and ship the product to the customer.
During the team creation of a vale stream mapping, business and manufacturing waste that occur in the processes can be easily identified.
Once the current state value stream mapping is created, it becomes the baseline for improvement and for the creation of a future state value stream mapping.
The product for this project is a ladies top (black smoky bar).
Layering of fabric.
Cutting of panels.
Numbering of panels.
Stitch audit.
Stitching floor.
Bundling.
Buttoning.
Thread cutting.
Thread sucking.
Initial checking.
Shipment
Button closing.
Pressing.
The actual value added time for a garment on cutting floor was
1.9535 minutes. But the lead time was around 2 days. 632 daily customer requirements. Therefore takt time is 46 seconds. Cycle time: 40 seconds %uptime: 98.6 Current process capacity (21st to 28th June of stitching floor ): 717 pieces for a line Average Actual output: 428 pieces per day Average efficiency: 75% No. of pieces in a carton: 55-58 Average DHU for line 10 from 1st to 22nd june: 10.09
In the cutting department, layering, cutting, numbering, and bundling process of bulk quantity was tracked down for 5 days and relevant time study was carried out.
Fabric store: The raw materials arrival is not in small batches. The reason may be to ease pressure on bundling but intermittent large arrivals affect the
Layering of fabric: There was defect related problems, substantial amount of 10fabric was rejected from the roll. Considerable waiting time was involved in allotment of new roll. Layering took exactly two hours but the actual time spent was 1 hour 18 minutes for knit fabric. Around 50 metres balance was recorded in a 75 plies layer which used 295 metres of fabric.
Cutting of fabric: Out of the 50 minutes spent in cutting, the actual duration
of cutting was 34 minutes 24 seconds. For the nylon lace part, CAM was
used. Although it took around 25 minutes, but the actual cutting time was 16 minutes.
Numbering: Waiting time was involved here because ticketing was not
executed before assembly of all 15 cut parts for an item took around 20 minutes for this operation. Number of plies in a layer of panels was 75.
Process
Selvedge cutting/ garment (knit fabric) Layering/ garment Nylon Lace fabric: Knit: Satin: Cutting/ garment Nylon lace fabric: Knit: Satin: Numbering/ garment: Bundling/garment:
VA time
11.7 sec
Remarks
Carried out only for knit fabrics.
Wrong lot brought (less width). Few layers withdrawn after placement (rejection).
At the shop floor, process and time study of line number ten was carried out and data regarding VA and lead time was obtained.
Since the order quantity was huge, the sewing of the item was taking place on the floor - B in the line number 10, 11, 12 and 13.
Machine breakdown and electricity problems led to approximately 75 min and 36 min of time loss respectively. WIP of the production process was around 690 and daily target was approx 572 pieces.
At the time of fabric supply delay in the store and cutting department, the sewing line had enough buffer stock to carry
Last manufacturing department being finishing .Here the time required for the whole finishing till packaging for 10 pieces was carried out.
Process
Marking of button-hole
Button-hole making Marking for button Buttoning Chalk mark removal Thread cutting Pressing Button closing Repressing Tagging Folding/ packaging
Remarks
Chalk marks need to be cleaned later;
Hourly production varying considerably; Chalk marks need to be cleared later; Production varying hourly; Huge WIP; Transportation required; Only inseams pressed;
1.
2.
3. 4. 5. 6. 7.
8.
9.
- provide fast response (within takt) to problems' - eliminate causes of unplanned downtime - eliminate changeover time in downstream, assembly-type processes
Combine processes .
Begin with continuous flow and pull/FIFO. Downstream process determine what upstream process produces. Supermarket schedules supply. Pull system is better if processes cant be tied together in a continuous flow.
Use a FIFO ("first in, first out") lane between two decoupled processes and
maintain a flow between them.
Install a "sequenced pull" between two processes, instead of a complete supermarket that has all components represented in it.
Send customer schedule to only one production process, the pacemaker process.
Maintain more finished goods inventory- to have on hand what a customer wants-or more lead time to fulfil an order.
Batching in assembly swells the in-process inventories which tend to grow larger the further upstream you go. Create an initial pull. Practice a "paced withdrawal".
Consistent Pitch
increment of work=pitch
It means in every 46 minutes: a) Give the pacemaker process instruction to produce one pack quantity; b) Take away one finished pitch quantity.
Load levelling box Develop the ability to make every part every day . Run time = (daily requirement * cycle time)/ %uptime In our case:
Daily
Cycle
%uptime This
It means stitch floor should run for almost 11 hours at current process output to deliver on time.
CUTTING
Transportation: sewing floor being at first floor and cutting area at the basement leads to considerable transportation. Inventory: bundling and ticketing area stocking bundles which are despatched to sewing floor generally a day later, fabric lots stored in the store department(for over a week) and inspected and despatched for cutting as per requirement. Waiting: fabric supply delay, relaxation time for cutting, due to limited no: of skilled cutters, considerable waiting is done for layer cutting. Over-production: extra pieces cut, extra margin cut in some panels, part change panels. Over-processing: extra notches, drill marks, re-cutting edges. Defects: blur edges, notches of inappropriate length, uncut lower layers, panels cut incorrectly, marker defects, fraying, sticky edges (synthetic fabrics).
SEWING
Transportation: pieces for alteration or rework are first sent to inline checkers by the end line inspector, which is then sent to operator and finally sent back to audit table going in the reverse direction, cut panels are brought from cutting area which is two floors down to stitching floor. Inventory: WIP exceeding the planning process, two days stock of cut panels stored at the despatch area, bundles of garments stored at the audit section and despatched to finishing after a minimum no: of garments are made. Motion: since items do not progress in a bundle across the line, sorting, inspection, tracing of pieces requires added movement of workforce. Waiting: due to wrong size cut operators had no pieces to make, fabric non availability in the store department, m/c breakdown, electricity down-time, rework, part-change, wrong bundling of panels etc lead to operator and line waiting for pieces. Over-production: 4% of order quantity manufactured extra(to compensate for rejections). Over-processing: considerable rework ( approx 100 pieces a day per line) done. Defects: stitching defects, wrong labelling of garment, measurement problems, panels mismatched, Staines and fabric defects on the panels.
FINISHING
Transportation: garment bundles from sewing department sent to finishing department which is a floor below, process layout for finishing (from kaaj Button till final inspection not aligned in an order).
Inventory: large quantity of garments stored at the despatch area for finishing.
Defects: pressing defects, wrong buttoning, threads not trimmed/ sucked properly, measurement problems.
Incapable processes
Lack of training
Lack of adherence
Supervisory roles
Supplier quality
The organization faces problems like large amount of inventory; unconnected processes pushing their output forward, and long lead time in comparison to short processing time.
Lean plants periodically adjust number of operators in assembly and redistribute the work elements to match output to changes in demand. Begin with a finished goods supermarket and move closer to produce to shipping. Overtime is needed if each operators work is not below takt time. Pacemaker process should have little change over time. Load leveling should be according to pitch increment. Goal should EPE from every day to every shift or pitch.
Customer
Term is FOB Shipment takes
Store Dept.
6 week forecast
25 days
Arrivals
fabric
Cutting
Stitching
Finishing
Packaging
32 Actual SAM: 25.33 Avg. Efficiency: 75 C/T: <61.3 seconds Hourly basis
3 Output: 15317 pcs/wk Pack size: 60 pcs EPEx: week Weekly shipment
WIP
115 seconds
1845 seconds
310 seconds
38.63 min
It contains:
Yearly VS plan
Break implementation into loops (VS loops) Pacemaker loop Additional loops
OBJECTIVES:
Use kanban post for informing production control/store department about the store supermarket replenishment.
Aim for raw material arrivals in small batches for better management and more inventory turns.
OBJECTIVES:
EPE from day to batch and then to hour. Improve changeover time of stitch floor and bring it down to less than a day.
OBJECTIVES:
Finishing
Before 3 After 2
2 1
1 0.25
3 1
3 0.5
7 7
19 11.75
Yearly VS plan shows: Step by step plan Measurable goals Clear checkpoints with real deadlines and named intervals
Start implementation from the loop which is well understood by people and which can give quick results (to build momentum). Pacemaker loop (being closest to the final customer), acts as internal customer and controls demand in upstream loop.
Before you can reach a high degree of levelization you will have to gain the ability to execute quick changeovers.
Before you can expect your assembly cells to operate effectively at takt time, you will need a high level of first-time-through capability and machine reliability.
VS plan can also be used to evaluate manufacturing performance (quarterly or monthly basis).
Deviations from the plan should be questioned rigorously. Managers evaluation based on three marks: On target Slightly behind schedule Unsuccessful (focus on this first)
cutting
stitching
Waiting time
Imbalanced production
delays High WIP Underutilized operators Improper checking
Fabric store
finishing
It simply won't work if it's relegated to a few minutes at the weekly staff meeting. Make VSM a communication tool in the company.
The work of support operations must be tied to takt and pitch interval of direct VA operations.
Keep the virtuous cycle going. Developing lean value streams can be hard work, often with one step back for every two forward, developing a lean value stream exposes sources of waste, which means that people in all business functions may have to change habits.