Brandix Apparel India - Apparel Internship

Apparel India
Unit-1
National Institute of Fashion Technology,
Chennai
Presented By:
Abhishek Raj
Sarthak Sagar
Shriya Arora
NIFT, Chennai
Apparel Internship Report
(May 26th to August 29th )
2015
Department of Fashion Technology

 Brandix Group
 Brandix India Apparel City
 Brandix Apparel India
 Weekly Report
 Projects Covered
 Mentor Details
 Project Details
 Material Flow Project
 Time Calculator for Cutting Section
 Standardisation of Sewing Operations
 Increasing Efficiency of Speed Modules
 Uniflow Project
 Extra Activities
 Brandix Experience
Contents

Apparel India
Unit-1
Brandix Group

 The Brandix Group is the largest exporter of apparel in Sri Lanka.
 Started in 1972 as a Shirt’s manufacture in Sri Lanka
 Approx. $400 million annual turnover
 Values:
 Integrity
 Teamwork
 Customer Service
 Learning & Development
 Ownership & Commitment
 Vision:
 To be the inspired solution for branded clothing
Brandix Group

 Group Included:
 Brandix Asia
 Brandix Apparel
 Brandix Apparel Solutions Limited(BASL)
 Casual
 Intimate Apparel
 Essentials
 Lingerie
 Finishing
 Brandix India Apparel City
 Brandix Casual wear Bangladesh Ltd
 Brandix Textiles
 Brandix i3
 Brandix College of Clothing Technology
Brandix Group

Apparel India
Unit-1
Brandix India Apparel City

 BIAC is first in the world to support a fully integrated vertical supply chain
 Fibre to Store Concept

 Established in 2005 at SEZ, Atchutapuram, Visakhapatnam
 Land Area Covers 1000 acers
 Received ISO 14001:2004 EMS certification in 2011
 Environment friendly and sustainable campus
 Follow CTPAT – Customs-Trade Partnership Against Terrorism
 Presently running Companies in BIAC campus:
 Seeds Intimate Apparel- Bras and Brallets
 Quantum Clothing - ladies innerwear and men’s shirts
 Ocean India - fabric mill for knitting, dyeing and printing
 Pioneer Elastics - China based company manufacturing and dyeing narrow elastic
 Thermax- Providing energy solutions for other manufacturing units
 Screenline Printing - printing services
 Shore to Shore- Manufacturing tags and labels
 S & S- manufacturing underwires for bras
 Vardhman – Threads Suppliers

Apparel India
Unit-1
Brandix Apparel India

 First factory in BIAC.
 Single largest exporter of underwear from India
 3,700 Employees
 Two shift operation
 Land Area : 13.5 Acres
 Built Up Space: 146,000 sq. ft.
 Production capacity: 4.5 million pcs/month
 Current Customers:
 Victoria’s Secret LOGO
 Victoria’s Secret PINK
Unit-I
Apparel India

Unit-I
BAI-I
Manufacturing
Sewing
Cutting
Finance HR/Admin
CSR/Welfare
Supply Chain
Management
Raw
Material
Warehouse
Sourcing
IT Training Quality Planning IE R&D - BCIP
Finished
Goods
 Organisational Structure:

Unit-I
Fabric in - house
Fabric inspection
Fabric relaxation
Marker preparation
Layering
Cutting process
Cutting Audit
Bundling
Feeding to Module
Production
In-line Quality checking
Packing
Audits
Shipment
Manufacturing
Process
Style conformation (at Sri Lanka)
Sample approval (at Sri Lanka)
Receiving the order
Planning
Sourcing - Placing order for raw material
Ware house
Cutting
Production sewing
Finished goods
Logistics

Apparel India
Unit-1
Project Covered

 Material Flow Project (Implemented)
 Time Calculator for Cutting Section (Proposed)
 Standardisation of Sewing Operations (Implemented)
 Increasing Efficiency of Speed Modules (Proposed)
 Uniflow Project (Proposed)
 Extra Activities
 Digitalised and Improved VSM Future and Current State (Implemented)
 Standardise Production Control Board (Implemented)
 Standardise SQDCM Board (Implemented)
 Prepare One Piece Flow Card System (Trial Run)
 Standard Andon Process (Implemented)
Projects Covered

Mr. Gayan Lekamge
General Manager
Mr. Senthooran Sivasubramaniyam
Manager- Industrial Engineering
Mentors
Alotted to:
Abhishek Raj
Sarthak Sagar
Shriya Arora
Alotted to:
Shriya Arora

Mr. Greg Wooten
Lean Consultant
BEM, USA
Mr. Shankha Jayasinghe
Asst. Manager- Industrial Engineering
BCIP Head
(Lean Champion)
Mr. Udara Kulrathane
Asst. Manager- Industrial Engineering
(Lean Rollout)
Co-Mentors

Apparel India
Unit-1
Material Flow Project
Prepared By:
Shriya Arora
Abhishek Raj
Sarthak Sagar
NIFT, Chennai
Guided By:
Mr. Gayan Lekegme
Manager – Operation Planning

 Objective:
 To standardise and smooth the material flow in RM
Warehouse, Cutting and Production Module
 Requirements:
 Present status
 Work Study
 Time Study
Material Flow Project

Flow Chart
Preparation of VSM – Current State
Analysis of Current Process
Time Study of Current Process
Eliminate Waste from Current Process
Prepare Standard Worksheets Define Standard Areas
Introduce New Process and Mechanism
Trial in Section- 4
Continuous Improvement
Rollout to the Plant

1. Standardise the Material Flow Process in Ware house , Cutting &
Module based on the requirement
2. Implement effective method to calculate safety stock levels that
incorporate the accuracy of required WIP
3. Correct WIP for schedule - Right material is always available in the
right quantity in the right location
Project Scope
* Planned by Team

 Initial Brain Storming Session to identify the requirement
 Prepare VSM & STW for the current state
 Material preparation at WH
 RM Issuing
 Water spider - Module / Input loader - RM to Module
 Layering, cutting , Bundling Processes
 Cut Kit issuing
 Audit the Cutting
 RE -CUT and MRN
 Time Study
 Allocate lace cutting operators for the 1st block
 Implement WIP boards at cutting tables
 Standardized the cutting tables
 Design trolley for water spider
1. Standardise the Material Flow Process in Ware house , Cutting &
Module based on the requirement [Specify the Days & Volume]
* Done by us

 Introduce Mechanism to serve the fabric & trims from W/H to cutting
table & module
 Optimize the marker Length
2. Implement effective method to calculate safety stock levels that
incorporate the accuracy of required WIP [ Sub KPI - Reduce Stock Level]
* Done by us

 Lay plan generating through SFCS
 Multitasking cutting operators status
 Review with the Project team
 Do trial run for the Section 4
 Roll Out to the Plant
3. Correct WIP for schedule - Right material is always available in the right
quantity in the right location
* Done by us

 Water Spider
 Water Spider's Trolley
 First Operator’s Input Basket
 Lace Relaxation M/C
 Cutting WIP Board
 IPS and IMS Input Basket
 Cutting Table Andon
 Input Identification Card
New Implementations
* Done by us

Team # : Material Flow Project Area: Production Module
Muda Addressed: Delivery Oper # : SMO’s
Problem/Issue Action Taken Results
Before Kaizen After Kaizen
Benefits: S Q C D M
Date:
Before and After Sheet
Every SMO’s is going to input area
for collecting trims, threads, etc.
Production loss, Time Waste
Allotted one person to transport,
arrange, and take care of trims
and cutting input areas of one
block (4 modules)
• Time saving
• Production gain
• Smooth Material Flow

Benefits: S Q C D M
Muda Addressed: Delivery Oper # : SMO’s
Date:
Water spider have to walk up and
down every time for each operator.
Time Waste, Difficult to work
Provide a trolley to the water
spider, so that, She can load
trims to trolley and deliver to
SMO’s.
• Smooth Material Flow
• Easy to Work
• Safety

First Operator’s Input Basket

Benefits: S Q C D M
Muda Addressed: Delivery Oper # : First SMO
Date:
Unnecessary mess at M/C table and
input area. Can’t able to identify the
input requirement.
5S Violation, Production loss, Time
Waste
Remove the big basket of cutting
input from input area and
Provide a small basket near by
First SMO and put input of 2 hrs.
• Ergonomically
• Time Saving

Benefits: S Q C D M
Muda Addressed: Delivery Oper # : Water Spider
Date:
Operator have to relax the lace by
hanging the roll and pull it by hand.
Time Taking, Unsafe, Quality
affected
Developed a relaxation m/c for
relax both lace and elastic
• Take very less time to relax.
• Quality improved
• Time Saving

Muda Addressed: Moral Oper # : Water Spider
Benefits: S Q C D M
Date:
There is not any visible record
maintenance for cutting input with
in the module.
No Input Information
Implement a Cutting WIP board
which shows the hourly status of
cutting input
• Visible Information
• Easy to check the hourly
input

Benefits: S Q C D MMuda Addressed: Delivery Oper # : Water Spider
Date:
Team # : Material Flow Project Area: Cutting Table
Operator having difficulty to find
the ready bundles. No defined place
for running cut no.
Time taking, 5S violation, Work
Duplication
Defined separate place and
basket for IPS and IMS input with
in the cutting table.
• Time Saving
• Make work Easy
• No need of Cutting Input
Loader.

Cutting Table Andon
Details
Fabric Requirement
Quality or Technical Problem
MRN or Fabric Problem
RM Fabric
Supervisor or
Technician
Supervisor
Acting PersonIndication

Muda Addressed: Oper # :
Date:
Team # : Material Flow Project Area: Cutting Table
No communication medium in
cutting section to inform concern
person or dept. for any problem
Idle Time, Late response,
Communication gap.
Implement an ANDON light to
each cutting table.
• Quick response is taking by
the concern persons.
• Time Saving
Benefits: S Q C D M

Input Identification Card
(Availability)
For Cutting Input Requirement
For Trims Input Requirement

Input Identification Card
(Location)
Cutting Input Lace Input Elastic Input

 Standard Input Area
 Standard Output Area
 Standard Cutting Area
 Standard Return Area
Standard Areas
* Done by us

Muda Addressed: Delivery Oper # : Water Spider
Benefits: S Q C D M
Date:
Unnecessary mess at input area.
5S Violation
Standardised the input area by
defining place for every material
used in that area.
• Easy to find and arrange
Trims
• 5S Maintained

Space Utilization in Input Area

Benefits: S Q C D M
Date:
There is no define place for trolley,
lace relaxation m/c etc.
5S Violation
Defined separate place for trolley
and lace relaxation m/c
• Empty space utilised
• 5S Maintained

Standard Output Area
Prod. Bal AQL Pending AQL PassProd. Control Board

Benefits: S Q C D M
Date:
No define place for packing cartons.
Make unnecessary mess in the
module
5S Violation
Define separate place for packing
cartons and Production Control
Board.
• Empty space utilised.
• Easy to transport packed
carton to FG.
• 5S Maintained

Standard Cutting Area
Cut-Prepared Bundles
(IPS)
Module Ready Bundles
(IMS)
Fabric
Roll
Band
Knife
M/C
Fabric
Roll
(IPS)
(IMS)
Fabric
Roll
Fabric
Roll
Cutting Area Layout

(IPS)
(IPS)
Fabric
Roll
Fabric
Roll
Marker
Roll
Marker
Roll
STW
Cutting Table Layout
(Side View from Gang Way)

Cutting Table
(Side View from Gang Way)
Fabric Roll
IPS IPS
Fabric Roll
Marker Roll
Marker Roll
STW File

(IMS)
(IMS)
Fabric
Roll
Fabric
Roll
Marker
Roll
Marker
Roll
Dockets
Cutting Table Layout
(Side View from Module)

Cutting Table
(Side View from Module)
Fabric Roll
IMS IMS
Fabric Roll
Marker Roll
Marker Roll
Dockets

Standard Return Area
120160160sElasticLace
Returnable Materials
Return Area Layout
WALLWALL

Standard Return Area
Elastic Lace 160s 160 120
Returnable Trims

Standard Worksheets
STW Cutting Area:
 Table Preparation
 Spreading
 Cutting - Straight Knife
 Cutting - Band Knife
 Bundling
 Lace Cutting
 Quality Audit
 Cutting Input (IPS to MS)
STW RM Area:
 Preparation-
 Fabric Preparation
 Lace Preparation
 Trims Preparation
 Issuing-
 Fabric/Lace Issuing
 Non-Lean
 Trims Issuing
 MRN Issuing
 Re-Cut Process
STW Module Area:
 Input-
 Trims Input
 Packing Trims Input
 Distribution-
 Water Spider
 Lace Relaxation M/C
* Done by us

Apparel India
Unit-1
Time Calculator for Cutting Section
Prepared By:
Abhishek Raj
Sarthak Sagar
NIFT, Chennai
Guided By:
Mr. Prabhath
Manager – Cutting Section

 Objective:
 To Calculate the minimum time taken by the all process
individually as well as over all Process Time
 Requirement:
 Time Study of every process
 Operator Skill Matrix
 Prepare database of marker perimeter for each style
 Find the unit time factor for each process (Formula)
 Macros Programing in Excel Sheet

Style No. Fabric Type Cutting Type Idle Time
Marker Length Solid Together
Plies
Size XS S M L XL Total Straight Band
Ratio 0 0.00 0.00
0.00
Taping Time
0.00
Taping Type
Only Tape
0.00
Spreading Time
Total Time (Hrs)
Front 0.000 0.00 0.00
Back 0.000 0.00 0.00
Gusset 0.000 0.00 0.00
U Gusset 0.000 0.00 0.00
Straight Knife XS S M L XL Time Pieces XS S M L XL Total
Front 0.00 Front 0 0 0 0 0 0
Back 0.00 Back 0 0 0 0 0 0
Gusset 0.00 Gusset 0 0 0 0 0 0
U Gusset 0.00 U Gusset 0 0 0 0 0 0
Total 0 0 0 0 0 0.00 Total 0 0 0 0 0 0
Band Knife XS S M L XL Time
Front 0 0 0 0 0 0.00 Solid Stripes
Back 0 0 0 0 0 0.00 0.00 0.00
Gusset 0 0 0 0 0 0.00
U Gusset 0 0 0 0 0 0.00
Total 0 0 0 0 0 0.00
Perim
eter
Spreading Time
Bundling Time
0.00
Cuttting Time
0.00
Cuttting Duration
0.00
Cuttting Time
0.00
Reset
Update

 Operating Procedure:
 Need to feed only ‘Docket’ data.
 Need to update database for new style
 Results:
 Give time for Spreading, Cutting, and Bundling
 Help to forecast the future cutting plan and process
 Help to control the operator idle time etc.

Apparel India
Unit-1
Standardisation of Sewing Operations
Prepared By:
Shriya Arora
NIFT, Chennai
Guided By:
Mr. Senthooran S.
Manager - Industrial Engineering

 Objective:
 To standardize and digitalize the sewing operations in
lean modules
 Requirement:
 Analyse existing work procedure and worksheets
 General sewing data for every operation and style
 Clear understanding of all the codes and calculations
mentioned in GSD
Standardisation of Sewing
Operations

 Methodology: Six Sigma DMAIC process methodology
 Define(D): Due to difficult work methods, irregular work flow,
inadequate tools, quality problems, etc. there is a need to develop
standard work procedure that will be beneficial both for
operators and industry.
 Measure(M): The key aspect of this project is to eliminate any
undesirable problems and procedures that have been existing till
date. The data collected for this project included the already
existing worksheets and the general sewing data for each operati
 Analyse (A): A complete physical and theoretical analysis of the
problems existing in the current process so as to find out the
problem areas and the related outcomes.
Operations

 Improve (I): Based on the analysis done, figure out ways and
solutions that will help in overcoming the drawbacks and then
creating new standard work procedures and facilitate safety
concerns.
 Control (C): A proper control should be maintained on the new
improved methods so that any deviations from the target are
corrected before they result in defects.
Operations

 Traditionally operated garments industries are facing
problems like
 low productivity,
 longer production lead time,
 high rework and rejection,
 low flexibility of style changeover, etc.
 These problems can be overcome by the implementation
of lean tools. One such lean tool is the WORK
STANDARDIZATION.
 This project deals with the implementation of this
particular lean tool at the sewing operator level.
Towards LEAN

 LEAN tools
 TPM
 5S
 Standard Work
 Quick change over
 Problem solving
 Line balancing
 Error proofing
 KANBAN
LEAN

 The study of SOP will prove beneficial as the current
procedures being practiced in the industry will be
examined and our theoretical knowledge of the subject
shall gain a practical exposure.
 A comparison between the standard procedures and the
actual being followed will prove beneficial in listing the
short comings of the current procedure being followed.
 The thorough study and examination of the process and
procedures shall provide us with a clear picture of the
entire system of manufacturing.
Significance

 Selection of the area in which this project will be executed.
 Analysing the existing work procedures going on so as to find the
root causes of problems.
 Analysis of the existing worksheets for respective sewing
operations.
 A complete data of all the General Sewing Data for all the
operations in all the styles being worked upon.
 A clear understanding of all the codes and calculations mentioned in
GSDs.
 Solutions for operations that need to be simplified or standardised.
 Practical implication of the solutions sorted out.
 Difference between the existing and proposed work procedure.
 Standardization of the best method.
 Digitalization on the official website of Brandix Apparel India- Unit 1
so as to make it standard all over
Requirements

 4 sections (each 16 modules)
 64 modules
 21 LEAN modules
 21 LEAN modules were running 12 different styles
 Study was done on all the 12 styles
Operating procedure

Flowchart
Existing Standard
worksheet
Referred with GSD
Made Necessary
Changes
Prepare New
Standard Worksheets
Physical Observation at
Module
Correct Operator
Current Method
Take Pictures and Videos Upload to bainet
Old STW
GSD
New STW

 Maximum number of operators were not following
the standard worksheets
Observations

 The working procedures in some cases were such
that the Lean Principle of One-piece flow could not be
followed.

 Improper layout leading to transportation difficulties

 The work procedure mentioned in the worksheets and their
visual descriptions weren’t clear hence making it difficult for the
operators to understand and follow.

 For a similar operation in different modules the work procedure
was different signifying that either or none of them was
standard 41184 20692

 The allowances given in terms of time was either too
much or too less according to GSD

 For some styles they used worksheets of a diiferent
style

 “GSD provides a scientific, ethical and auditable
approach to quantifying manufacturing methods, times
and costs and accurately and consistently establishes
International Standard Time for complete products
(styles) or individual product component (features).
GSD provides the ability to establish and quantify each
step or operation in the manufacturing process”
Understanding GSD

S.NO CODE DESCIPTION
1 MG2T Match and Get 2 parts Together
2 MG2S Match and Get 2 parts Separately
3 FOOT (match) part(s) to machine Foot
4 MAPE Match and Add Parts with one hand(Easy)
5 MAP1 Match and Add Parts with 1 hand
6 MAP2 Match and Add Parts with 2 hand
7 AM2P Align or Adjust 2 Parts
8 AJPT Align or Adjust 1 Part
9 ARPN Align and Reposition Parts
10 APSH Align or Adjust Parts by Sliding
11 FFLD Form Fold
12 FCRS Form Crease in folder part
13 FUNF Unfold or lay out
14 TCUT Trim-Cut with scissors(1st)
15 TCAT Trim- Additional Cut with scissors
16 TDCH Trim-De-Chain parts with scissors
17 APSH Aside-Push away
18 AS1H Aside-Part with 1 Hand
19 AS2H Aside- Part with 2 Hands
20 GP1E Get Part with 1 hand (Easy)
21 GP2H Get Part with 2 Hands
22 GPAG Get Part by Adjusting Grasp
23 PPAL Put Part to Approximate Location
24 PPOH Put Part to Other Hand
25 PPL1 Put Part Locate Once
26 PPL2 Put Part Locate Twice

 TMU stands for Time Measuring Unit. The conversion
factor of TMU to SEC. is
 1 TMU= 0.033 sec
 41184 gsd
Time Measuring Unit

 Time allowed for an operation or an element in an
operation was much more than required and
mentioned in the GSD
Faults in worksheets
Existing STW
GSD data

 Element eliminated in STW although it was
mentioned in GSD
Trimming mentioned in GSD No trimming element mentioned in STW

 Addition of an unnecessary element in an operation
which is not required and which is nowhere
mentioned in GSD for that operation.

 Observe and analyse current work procedure and existing
worksheets of all the operations of each styles in detail.
 Finding out all the problems and issues faced due to incorrect
working procedures.
 Going through the GSD so as to find out the best possible
method so that the issues can be resolved and allotting
required time for each element in an operation.
 Finding the conversion factor and the calculation of
allowances so as to find Cycle Time for each operation.
Operations

 Making new standard worksheets according to the changes
required that have been found out.
 Prepare STW of each operations for all current running style
in 21 Lean modules (12 Styles).
 Comparing previous and new working procedures.
 Finalising the new work procedures.
 Digitalization(photos, videos) of the new working procedures
hence making them standard (uploading on the bainet)
Operations

 Machine (AUTO) time cannot change
(increase or decrease) in any case when compared with GSD as there are
no allowance given for auto/machine operating time

 The RPM (Rotations per minute) as mentioned in the
STW did not match with the RPM mentioned in GSD

 Basically 3 types of situations have been handled
during this project:
 Styles having existing STWs.
 Styles without STWs.
 Styles with STW of a similar style

 Style No. – 41184
 Buyer- Victoria’s Secret
 Division – Logo
 Style description- String Bikini
 Garment smv= 2.468
 Operational Breakdown
 Conceal back gusset
 Tack gusset to body
 Stitch on gusset top
 Attach leg elastic + close gusset
 Attach waist elastic
 Lace Join and Bar Tack
 Label attach – with mark
 Bow attach
Styles with existing Standard Worksheets

0
5
10
15
20
25
30
35
40
Conceal Back
Gusset
Gusset Tack Gusset Top Stitch Leg Elastic
Attach
Waist Elastic Lace BT Label Attach Bow Attach
Difference in SMV of each operation
Old STW Time New STW Time

 Style num.- 15859
 Buyer- Victoria’s Secret
 Division- Pink
 Description- Thong
 Garment smv- 3.1284
 Operational Breakdown
 Join front, back and gusset
 Join 1st side seam
 Attach waist elastic
 Join 2nd side seam
 Sew hem on leg
 Trim excess
 Attach interior label
 Secure waist- BT
 Iron
Styles without existing STWs

Changes made
Old Procedure- attaching label
without any marking
New Procedure- attaching label
with matching Side seams under
machine bed
Style 15859

Old Procedure- stitching 3 pcs
together in a flow
New Procedure- De-chaining one
piece after completing and then
carrying on with the next piece.
Style no- 16074

Old Procedure- De-chaining one
piece after completing 2 pieces in a
flow.
New Procedure- De-chaining one piece
after completing and then carrying on
with the next piece.
16223

 Visit the main page of website- SHOP FLOOR
CONTROL SYSTEM
DIGITALIZATION

 Go to Workstudy option in workplace and select “SOP
VIDEO PORTAL- VIDEO PORTAL”

 fill in the details about the style no. Buyer Division ,
module no, and the name of the operator

 After updating all the details the video will be uploaded on the
video portal and then it can be viewed whenever necessary and
needed.

 A New and Revised set of standard worksheets with
correct time according to GSD for 12 styles
 Work processes are more agronomical and simplified
 Time required for each operation reduced
 A video portal consisting of Operator information,
Operation name, Operation view, Product View, Video
of the operation and Standard Worksheets is made
 It will be helpful for operator training and future
reference for similar styles
Results

Apparel India
Unit-1
Increasing Efficiency of Speed Modules
Prepared By:
Shriya Arora
NIFT, Chennai
Guided By:
Mr. Senthooran S.
Manager - Industrial Engineering

 Objective:
 To increase the efficiency of speed modules on the
Production start date to 60-70% and avoid On Time
Delivery (OTD) failures and also to be well prepared for
worst conditions
Increasing Efficiency of Speed
Modules

 Buyer- VS Logo
 Orders with 10-15 days lead time
 Repeated styles (Limited) – only for VS Logo
 Lace(15 days)
 Elastic (10 days)
 Lace & elastic
 Orders received on Monday
Speed Orders

Elastic & Lace Elastic Lace
21507 20687 43723
21508 20692 6002
21515 20693 25987
24526 20694 1519
41184 20696 6004
41186 21461
21065 20695
52811 21516
41183
55143
55145
55146
Styles for speed orders

 Brain storming
 Understand as to what are speed modules
 Why do we need to increase the efficiency of these modules?
 Going through the existing scenario.
 Making out what all problems are faced and their possible
reasons.
 Thinking about what all preventive measures can be taken.
 Proposing a new ideas that will help industry to tackle and speed
order related problem- both short term and long term solutions.
 Figuring out the expected outcomes and the benefits that will be
gained.
 How can the proposal be adapted and in how much time (for long
term proposals)
Modules

 Not achieving 70% target on 1st day of production
resulting in OTD failures
 In case of worst condition the 13 speed modules are
not sufficiently skilled
 Lack of communication between planning team and
module personnel
 Sometimes bulk modules have to stop production to
run speed orders
 No standard m/c layout for the fixed styles
Problem areas

 A software system for allocating speed orders to
modules as per the different styles
 Pre requisites
 Skill Updation
 Multi skilled operator database
 Layout database
Proposal

 Style matrix containing a set layout of all the speed styles
 Analyzing all the styles a standard m/c layout can be prepared for all the
different styles
 For the present scenario each module can be allocated with a maximum
of 2 styles that are similar to each other on the basis of its operation
breakdown and machine requirement.
 A database of the operators independent of the modules who will
be skilled in at least 3 operations
 assumption is made on the required number of skills if any one style is
running in all the 13 modules.
 A separate pool of multi skilled operators
 Finding skill gap
 Training to be given for current operators with one skill to at least 3 skills
 Newly recruited operators to be skilled from training center
Database

0
10
20
30
40
50
60
70
BTlabel
BTLegwaist
Waisttopstitch
Legtopstitch
Flatseam
Heatseal
Hemleg
Hemwaist
GussetO/L
CloseBottomO/L
CloseBottomCleanfinish
JoinBRiseO/L
JoinSSO/L
JoinfrontseamO/L
JoinprincessseamO/L
LegattachO/L
waistattach
LegattachRSC
WaistattachRSC
Legtopstitch
Waisttopstitch
Gussettack
Waisttack
Sideseamtack
Gussetattach
Labelattachsnls
legattachZZ
WaistAttachZZ
Legtopstitch
Waisttopstitch
GussetattachZZ
Assumed
Actual

 Elastic and Lace
 21507
 21508
 21515
 24526
 41184
 41186
 21065
 52811
Styles for Speed Orders
 Lace
 43723
 6002
 25987
 1519
 6004
 Elastic
 20687
 20692
 20693
 20694
 20696
 21461
 20695
 21516
 41183
 55143
 55145
 55146

 number of operators working in a module are limited to 16,
 Therefore, total operators required in one shift for Speed modules is :
 16*13= 208
 As per our study we assumed total number of skills(75% and above )
required for satisfying the 13 modules is 507
 Therefore we can calculate the skills required per operator to run the entire
set of modules as :
 Skills required per operator = (Total assumed skills / Total no. of operators
in one shift )
= 507/208
= 2.44
 Each operator in those 13 modules should know a minimum of 3 operations.
Skill matrix

 More priority for critical operations
Operator training
Operator in training
center knowing
critical operations
Experianced
operator in module
knowing non-critical
operation

 Fixed layouts to be prepared for each style
 To be stored in a database
Style layout matrix

 Previous layout in mod 2
example
Ou
tpu
t
QC

 After training all the operators for at least 3 different skill
or making all 208 speed module operators Multi-skilled, we
have to make a database of the operators based on their
skills or we can use the existing skill matrix.
 Considering the above facts now we have:
 A database of all the 208 operators working in speed modules
who have been trained in multi skill as per our requirements
 A database of fixed machine layouts per style
 Analyzing all the styles a standard m/c layout can be prepared
for all the different styles
 For the present scenario each module can be allocated with a
maximum of 2 styles that are similar to each other on the
basis of its operation breakdown and machine requirement
Proposed software system

Flow Chart
DATABASE
•Style, layout(acc to style and
module), Supervisor detailsOrder Recieved
Module allocation as per the
database
After module allocation a
new window will open with
module layout details
Generate reports- final
layout, allocated operators
along with operation and skill
Upload on bain net
Proposed Software Layout
Skill Matrix
Database

 Possible Results:
 Less throughput time
 Increase in efficiency as all the operators will have maximum
efficiency and multi skilled .
 70% Target met without any rejections or OTD failures
 Long term solutions that will act as a preventive cover for any
problem to occur and affect.
 Short term solutions that will help the work to go on
smoothly till the time the long term solutions are fully
prepared to be implemented.
Modules

Apparel India
Unit-1
UniFlow Project
Prepared By:
Abhishek Raj
Sarthak Sagar
NIFT, Chennai
Guided By:
Mr. Greg Wooten
Lean Consultant- BEM, USA

 Objective:
 To unified the man power involved for material transportation
and to allocate one person to a particular block or modules as
per findings.
 Requirement:
 Floor Layout
 Material flow Map
 Time and Distance
 Manpower
 Transportation Flow
UniFlow Project

 Presently there are 6 workers who are issuing and transporting fabric,
trims, finish goods etc. from one place to another place, only for one
section. In total 24 workers for all plant.
 Since the present culture is section wise distribution, that should be
change because one person cannot handle one section properly.
 Transportation Type and Manpower for one section:
 RM to Production Module: 4 Members
 With In Production Module: 4 Members
 Production Module to FG/Surplus: 2 Members
UniFlow Project

Material Flow Map
(Section- 4)
59.62 m
22.11m2.95 m
13 m
0.85 m
1.4 m
Label Store Surplus Return AreaReturn AreaFG
Trims Issue
Counter
RM
Entrance 1:10 mins
40.64 m 40 sec 71.62 m 1:30 mins
60.51 m 1:20 mins
7 mins
232mins
20 mins
3 mins
6 mins
Label
Trims
Packing
1 mins
12 mins
Fabric /
Lace
2 mins Cutting Area
Dustbin
30 sec
Scale : 1 block =1 meter

 As per present scenario the total cycle time for one module
by all workers are:
Module 60:
Fabric Unloading/Issue= 15 mins
Sewing Trims = 32 mins
Sewing Labels= 11 mins
Packing Trims= 23 mins
Finish Goods= 19 mins
Surplus = 15 mins
Total Cycle Time = 115 mins
UniFlow Project
 But if we follow the new proposed layout, as per standard
worksheet:
Module 60:
Fabric Unloading/Issue= 10 mins
Trims= 41 mins
Finish Goods= 6 mins
Surplus = 15 mins
Total Cycle Time = 72 mins
Differences between Old and New process: 115 - 72 = 43 mins
That means we can save 43 mins per module if we follow the new Uniflow process
This is approx. half of the previous cycle time for one cycle. Also if we see practically one person is working against 6
persons in less time

Apparel India
Unit-1
Extra Activities

 Digitalised and Improved VSM Future and Current State (Implemented)
 Standardise Production Control Board (Implemented)
 Standardise SQDCM Board (Implemented)
 Prepare One Piece Flow Card System (Trial Run)
 Standard Andon Process (Implemented)
Extra Activities

Standard Production Control Board

Standard Production Control Board
Before
After

Standard SQDCM Board
Before
After

Prepare One Piece Flow Card System

 Module Andon Process
 Rework Andon Process
 Rejection Andon Process
 Cutting Andon Process
Standard Andon Process

 Exposure to Garment Industry
 Freedom of Learning
 Professional Ethics
 Managing Work Force
 Build-up Confidence
 Time Management
 Punctuality
 Laminating
Brandix Experience

Thank You
Apparel India
Unit-1

Brandix Apparel India - Apparel Internship

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