Throughput Bulletin for Texport Syndicate using VSM tool

1. Apparel Internship
At
Texport Syndicate India Limited
Bangalore
Presented By:
Mahak Raitani
Sourav Kumar
Bachelor In Fashion Technology (2011-2015)
Department of Fashion Technology
National Institute of Fashion Technology

2. Company Profile
• Texport Syndicate has strategic global
representation with its corporate headquarters
located in Mumbai, India and manufacturing
facilities located in Bangalore, Mumbai and
Tirupur, India.
• Additionally, Texport syndicate is represented in
North America by Key Apprel In New York, USA

3. In-House Production
• Japanese Made Juki, Brother and Singer Machines
with specialized ancillary machines supported with
modern laundry/ finishing embroidery machines.
• Factories are designed to produce Shirts, Blouses,
Shorts, Trousers and Outerwear.
• Over 300 administrative and Quality Assurance
staffs manage all factories.
• Over 9000 skilled workers are permanently
employed with proper welfare facility, observing
Human Rights Issue requirements.

4. BUYERS

5. DEPARTMENTS

6. MERCHANDISING

7. MERCHANDISER ACTIVITIES
• Design / sampling/ Sketch/ Construction/ Pattern/
Sizes/ Season
• Fabric/ Quality/ GSM/ EPI/ PPI/ Colour
• Trims and Accessories
• Testing
• Production
• Quality check/ Finishing/ Printing / Washing
• Documentation
• Shipping / forwarding/ Delivery Date / Quantity/
Price
• TNA- Time and Action Calendar

8. SAMPLING
Sampling Department consists of 41 Tailors,4
Pattern Masters, 2 Graders and 4 Marker
Makers. The employees are categorised under:
• GM
• Technical Manager
• Asst. Manager
• In charge of CAD Department)
• Tailors

9. Stages of Sample Development

10. EDP
EDP Department is IT department of the factory which takes
care of hardware and software.
Apart from it, the department does the following work:
• Planning of installation of required hardware and software.
• Estimation
• Budgeting of Software and hardware
• Approval from top management
• Customisation according to requirement
• Purchase
• Installation
• Implementation
• Training of staff about the hardware and software.
• Maintenance if required
• Accountability of the resources

11. VGEMS
• VGEMS is a Garment Export Management System
developed by Optimal InfoTech System Pvt. Ltd.
Connection from the Citrix software.
• VGEMS is an ERP (Enterprise Resource planning)
for the garment manufacturing industries (within
India). This system is being used in Texport units.
• The server is located in the Bombay Texport HO. This
software is being used by all the 7 units in the 4
locations: Bangalore, Bombay, Tirupur and Hyderabad.

12. Production Planning
• The PPD is responsible for setting the Targets for the day. This
department plans when and where the production will start, go on and end.
• The planning department is responsible for planning how the
production will complete within the delivery date set.
• First of all the planning department receives the samplefrom the buyers.
This sample is then sent to the GSD department.
• The GSD department analyses all the details and prepare the
Operation Bulletin (OB). This OB is then received here.
• Side by side, the PPD also receives the Order Chart and the Fabric
and Trims Status Report from the merchandiser. The order chart has
the delivery date in it.
• These 3 reports are necessary for planning and should be received before.

13. GSD ( GENERAL SEWING DATA)

14. IED (INDUSTRIAL ENGINEERING)
• Method Implementation in the batch.
• Works on Kaizen activities.
• To maintain the methods of the operation performed in the batch as
implemented by
• GSD.
• Follow-up on low output operators. Finding out reason for low
efficiency and solving the problem to increase performance and
productivity.
• Off-standard & On-standard work details calculation
• Calculating non-productive time to estimate loss of cost because of
machine failure.
• Maintaining Target stickers for each operation.
• Preparation of GSD mode to hang on machine to facilitate the work
of operator.
• Monitoring hourly production of line.

15. • To conduct Time study to determine the capacity,
efficiency and to work on critical operation to reduce
the operation cycle time to reduce WIP.
• Generating Daily production report and style-wise
efficiency report.
• Maintaining incentive report
• Maintaining Roll Throughput Yield.
• Capacity report generation.
• Create and update skill matrix of each operator
& submit the same to personnel department.
• Assist in Factory planning.

16. FABRIC AND TRIMS STORE
Texport Syndicate, Bangalore has a centralised
fabric and trims store in TS-IV Unit which
receives fabric and trims from the suppliers and
issues them to the other unit wherever they are
required. This store has been divided into two
parts i.e.
• Fabric Store
• Trims and accessories store

18. CUTTING

19. MAINTENANCE
• Maintenance Department receives tech-pack from the Merchandising department.
• They thoroughly go through the construction of garment i.e. Seams and stitches
• Based on the analysis, they prepare a list of machines
• They check the availability of machine, folders, guides and profile. If certain
machines and folders are not available, they inform about it to the purchase
department and get the purchase order ready and place the order for the machine to
the vendor.
• The machines and folders should be in house at least 2 days before the batch setting.
• They impart training to the workers regarding the new machines and folders.
• They work with Industrial Engineering Department and production department in
batch setting.

20. • For quality, they create template, profile and guide
on demand of Quality Assurance Department.
• After the production starts, they keep their eye on
proper functioning of the machines. During the
production if some problem occurs, they repair the
machine to avoid the disturbance in production.
• To keep the machine trouble free, they go for
preventing maintenance by cleaning and oiling of
the machine.

21. SEWING
• PP meeting for production planning
• Machine layout Implementation on floor
• Batch Setting
• Individual machine mocks (SPI, Pressure Foot, Feed Dog, and Needle Size)
• Quality procedure to be followed by batch checkers and end line checkers.
• Quality procedures to be followed by batch QCs. and floor QCs.
• Hourly production targets for each operation
• Maintaining hourly production defect analysis and corrective report
• Supervision of lines by supervisors to get target production with Quality
• Batch efficiency for the day
• Deployment of operators in case of absenteeism
• Incentive paid to operators
• Maintaining Batch DHU Report
• Issue garments to the finishing and washing section

22. WASHING AND FINISHING
• Garments are checked as per quality mentioned in DC
• Garments are stored in washing racks.
• “Buyer approved wash standard” is received from merchandiser.
• First bulk wash of 250 pieces is done.
• Rectification of fault and updating of recipe are done on the basis of first wash.
• Bulk wash ranges are sent to the buyer along with the comments on wash.
• Comments and approval regarding shade ranges and hand feel comes from
buyer.
• Bulk washing is done in washing machine.
• Hydro-extracting is done to squeeze water from the garments.
• Garments are fed into Tumble Dry machine to dry the garments.
• Garments are sent to Garment Inspection Room for inspection as per 2.5 AQL.
• Grinding (If mentioned by the buyer) is done hourly. Checking of grinding is
done.
• Garments are sent to the finishing department for packaging and dispatching.

24. TIME STUDY SHEETS
• Sheet 1
• Sheet 2
• Sheet 3
• Sheet 4

25. A Throughput Process Flow(TPF)
bulletin using VSM
- Enhance Productivity

26. Lean manufacturing is a manufacturing strategy that
seeks to produce a high level of throughput with a
minimum of input.
Lean thinking changes the focus of management from
optimizing separate technologies, assets, and vertical
departments to optimizing the flow of products and
services through entire value streams that flow
horizontally across technologies, assets, and departments
to customers.

27. LEAN TOOLS
• 5S
• Andon
• Bottleneck Analysis
• Continuous Flow
• Gemba
• Heijunka
• Hoshin Kanri
• Jidoka
• JIT
• Kaizen
• Kanban
• KPI
• MUDA
• OEE
• PDCA
• Poka-Yoke
• Root Cause Analysis
• SMED
• Six Big Losses
• Smart Goals
• Standarized Work
• TAKT Time
• TPM
• VSM
• Visual Factory

28. The Goal
To propose a TPF Bulletin for TS4, by using the
Value Stream Mapping method to optimize total
production cost and identify areas of
improvements.

29. The Approach
Pick and choose a few styles that are representative of most of the
production at TS4, using Pareto Analysis
Study the process, from Fabric Stores to Pack & Dispatch as it happens

30. • Calculate what the throughput will be , using the new set of activities to
maximize value addition.
Identify value added and non-value added activities, understand why things are done
in a certain way, and suggest alternatives
Time and Motion Study, to understand and evaluate the
current methods

31. PARETO CHART
0
5000
10000
15000
20000
25000
30000
35000
Order Quantity
Order Quantity

32. The Plan
Review the existing throughput for a chosen style
Operation flow, and information flow—identify what are the
true constraints
Analysis of all operational sections: Stores, Fabric-Inspection,
Cutting, Sewing, Washing, Finishing, Packing and Dispatch
Assign value to each of the observed activities, critically analyze
the necessity of these activities—the value they add, and the
accompanying costs
Optimize the activities—Simplify, Eliminate, Combine, Redesign
/ Mechanize--Reduce costs while ensuring efficient usage of
resources

33. The Subject
Style chosen: Zara w14s23c
Product : Kids wear—Boys plaid shirt with a single welt
pocket
Plaid Twill, 20 components (w/ pocket bag
Two, differently-sized buttons on each cuff
6 sizes in all
Planned Target: 32,254
Start Date: June 29th,2014
Delivery Date: July 25th, 2014
Shipped Quantity : 31,300

34. Why ?
Throughput metrics exist for Sewing !
But..
Cutting ?
Washing?
Finishing?
To understand the differences in sectional
(or sub sectional) capacities, and work
towards balancing this throughout the
entire production value chain.

35. Value Stream Mapping
– Special type of flow chart that uses symbols
known as "the language of Lean" to depict
and improve the flow of inventory and
information.
– Value stream mapping & analysis is a tool
that allows you to see waste, and plan to
eliminate it.

36. What Is Value?
• A capability provided to a customer
– of the highest quality,
– at the right time,
– at an appropriate price, as defined by the
customer.
• "Value" is what the customer is buying or what
changes the property of the product

37. Value Stream Analysis

39. Current State Future State
PUSH SYSYEM PULL SYSTEM
INVENTORY IN THE
FORM OF WIP
SUPERMARKETS

40. Throughput Time
– Throughput time is the amount of time required
for a product to pass through a manufacturing
process, thereby being converted from raw
materials into finished goods.

41. Processing
time
( 3 Hours)
Inspection
time
(0.5 Hours)
Move time
( 1 Hour)
Queue time
(12 Hours)
THROUGHPUT TIME= 16.5 HOURS

42. PACKAGE TO SHIPMENT
O SHIPMENT
MERCHANDISE
OPERATIONS
ORDER CONFIRMATION TO
RECEIVING PACKAGE

43. The Study
• The processes in each section were analysed with the help of videos.
• The data was compiled in the form of a detailed process flow with
chart symbols representing the flow.
• It also includes the time per activity, the distance travelled and the
manpower involved.
• Each activity was classified into VA and NVA and therefore, waste
elimination methods were suggested, pertaining to their nature.

44. Data Available
Fabric Stores
Cutting
Sewing
Washing
Finishing

45. What is Takt Time?

46. Value Stream Mapping
VSM map as is
Percentage of VA to Total time spent
2.9%
Takt Time

47. The Maps
• The current state vsm map
• The future state vsm map

48. CUTTING MODULE
• The production floor has 8 cutting lines on each floor i.e.
16 lines in total.
• If each floor is divided into 7 teams and given one table
each then the total number of workers employed would
be 140 excluding the workers involved in fusing.
• The production per day is around 1000/line.
• Taking 14 working lines, the production will be around
14000.
• Comparing to current scenario, the production will
increase with this kind of modular system.
• Currently, each floor produces a quantity of 6400, which
gives us a total of 12,800 from both the floors.

49. Suggestions
• After Fabric inspection, the fabric may be rolled onto rods, with just the required
tension such that this makes it easier for the spreading team to work with.
• During spreading, the person feeding the fabric onto the table might be replaced with
either just a rod, or the roll of loosely rolled fabric. This performs the same function
and can result in a 33% decrease in manpower requirements of the spreading team.
• Having accurate patterns, in multiple sets (due to spreading happening on many
tables at once) will really help cut down on the wait time (close to 30 mins for each
marking cycle) for marking.
• Combination trays may be employed, with a certain placement protocol (for eg,
fabric face down always) and each component in its designated space on the tray.
This can eliminate the need for numbering altogether.
• Instead of component fusing , entire panels may be fused and then cut with the band
knife. This can decrease the manpower required in the fusing team by about 56%.
• Trimming, which is an operation that adds no value to the garment, may be
eliminated, by using under bed trimmers, and trimming at source on the sewing line.

50. Conclusions
The TPF Bulletin highlights the fact that it takes 5.1 days for the first
finished garment (fabric to pack).
The percentage of VA was only 2.9%. This leaves us with a huge
scope of improvement based on the suggestions.
Evidently, there were certain challenges that this style faced.
The Lean production period provided the buffer space in the
packing section for this, which would have been a major issue had it
been otherwise.

51. Flexible layout

52. ABOUT THE PROJECT
• TS 4 is a unit of Texport Syndicate produces multi
product styles with varying # of workstations. The
order quantity also varies from 1000 to 3 lakh.
• This demands flexible layout in order to ensure on
time responses and optimum use of resources.
• This study/project is undertaken to understand the
past patterns of order quantity and related
production to arrive at various layout scenarios on
which layout models can be evolved.

53. ABOUT THE PROJECT
• Creating a flexible layout on the sewing and
finishing floor which caters to the production of
multiple products based on different SAM values
and related workstations.
• To optimize/maximize the capacity based on
space availability.

55. Analysis of Operation Breakdown Sheets for
all the styles produced in the last six month
WORKSHEET 1 (Comparison Worksheet):
Obtained name of the buyer, style, description, no. of
workstations, SAM, no. of critical operations & no. of
machines used for the critical operations, for all the 43
styles.
WORKSHEET 2 (Product Wise Segregation):
All the styles were segregated as per their product type.

56. To determine Complexity of the Styles
Based on the style description given in the
Operation
Breakdown Sheets:
WORKSHEET 3 (Attribute Wise Segregation):
Various Attributes/Elements of all the styles were defined.
WORKSHEET 4 (Elemental Details):
Elements/Components of the styles were defined in a
more detailed way, to figure out the common/majority of
elements among all the styles respective of their product
types.
WORKSHEET 5 (Process Breakdown):
Operations for all the styles were put together, to
determine the no. of common operations (Helpers,
Ironers & Checkers).

57. WORKSHEET 6 (Divisional Analysis):
The no. of styles falling in an interval of no. of workstations
and critical operations for a particular range of SAM was
determined.
WORKSHEET 7 (Frequency of styles [Graph]):
The average number of workstations and critical operations
falling under a particular range of SAM was determined.

58. WORKSHEET 8 (PARETO Analysis [Graph]):
PARETO Graphs for different sets of parameters were
generated.
WORKSHEET 9 (Segregation of ironers, checkers and
helpers):
The operations/processes done by the Helpers, Ironers and
Checkers for main product types were determined.

59. TAKT Time Calculator:
Determines the no. of lines required to produce the order
quantity in given no. of days (as per shipment details).
WORKSHEET 0 (Basic):
The TAKT Time was calculated and wash/non-wash
property was determined, for all the styles.

60. RESULT
WORKSHEET 10 (Proposed Layout Scenarios for
Sewing Section):
Various Scenarios for the layout of Sewing Section were
developed, depending on the no. of Workstations and
balancing the Critical Operations.

62. Sewing Section Layout - Before
• 8 lines with 80 no. of
workstations per line.

63. Sewing Section Layout - After
• As 40 is the lowest no. of
workstations with the highest
order quantity, all the 8 lines
are divided into halves
providing a gangway in the
middle.

64. • The study and analysis has given an insight on how to work on the
flexibility and present the various scenarios of workstations to
layout configuration. The snapshot of the finding and model is:
1. Assumption -
 Sewing area has a 80 workstation space -side to side configuration
 Based on the layout multiple sorting (feeding) stations and output
stations needs to be provided which are on wheels or easily movable
like the sewing machines
 There is a direct correlation between SAM and # of workstations
and can be arrived at based on the formula/equation (Equation 1).
2. Layouts have to be made for ten workstation configurations from
minimum 20 to maximum 110 in steps of 10.

65. 3. The top five configurations are based on cumulative quantity of
>100000:
4. 4 different layout scenarios have been worked out based on the
workstation and critical operations. This can be the base model for
implementation at the Gemba.
# of workstations Frequency Cumulative Order
Qty
31-40 8 394585
61-70 9 332274
51-60 4 251182
71-80 6 238586
41-50 6 116210

66. BIBLIOGRAPH
• http://en.wikipedia.org/wiki/Flexible_manufacturing_system
• http://www.theseus.fi/bitstream/handle/10024/34405/Paneru_
Naresh.pdf
• http://www.engr.uconn.edu/msl/paper/tomastik/ApparelSched
uling96.pdf
• http://deepblue.lib.umich.edu/bitstream/handle/2027.42/5690/
ban1329.0001.001.pdf?sequence=5
• http://www.nwlean.net/takt_v_cycle.HTM
• http://www.leanproduction.com/top-25-lean-tools.html

67. THANK YOU