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Design and implementation of cellular manufacturing in a sewing floor of a

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Article  in  International Journal of Scientific and Engineering Research · December 2013

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International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 438
ISSN 2229-5518

Design and implementation of cellular

manufacturing in a sewing floor of a ready-
made garment industry
Md. Isanur Shaikh, Md. Enamul Kabir, S. M. Mahbubul Islam Boby, Mostafa Lutfi

ABSTRACT
The existing cellular systems are dedicated to work on parts of few products. In garment manufacturing the lines are temporarily
dedicated to manufacture only one product. Presently each garment manufacturing line behaves as one entity, where
empowerment, team work are difficult to be promoted. The research proposes a method for introducing cellular manufacturing in an
operating sewing floor. By applying cellular manufacturing to produce garments, a factory can reduce costs, improve quality and
delivery performance. The new sub-cell concept changes the organizational culture and makes the production lines more flexible
through motivated, cohesive team. The operators are motivated with higher earnings through higher productivity and dignity. The
research outlines a method designing and implementing cellular manufacturing, and proposes a cellular layout and performance
with an example. The conclusions of the research highlight the key lessons for successful design and implementation of cellular
manufacturing in a sewing floor.

Keywords: Lean, Lean tools, Cellular manufacturing.

1. INTRODUCTION The American Apparel Manufacturing Association

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has defined modular manufacturing as “a
1.1 General contained manageable work unit of 5 to 17 people
performing a measurable task. The operators are
Apparel industries are the most important part of interchangeable among tasks within the group to
the modern civilized world. Most of the apparel the extent practical and incentive compensation is
industries of Bangladesh are export oriented. based on the team’s output of first quality output”.
Approximately three-fourth of the national export In a modular system, processes are grouped into a
earnings of Bangladesh are contributed by this module instead of being divided into their smallest
sector. But the industries are operated in such an components. As a rule, fewer numbers of multi-
environment that they are the victim of low labor functional operators work on the machines which
productivity, high WIP, low labor utilization and are arranged in a U-line. All the operators in the
higher manufacturing cost, excessive group are responsible for the quality of each item
manufacturing lead times. The most important that is produced in the line.
task for the industry is to reduce the lead time of
garment manufacturing. Modular manufacturing This research explores whether or not cellular
is a model for workplace design, and has become manufacturing can help Nibir Fashion Wear Ltd, a
an integral part of lean manufacturing systems. highly export oriented garment industry with
Modular manufacturing is based upon the different international customers and products, to
principles of Group Technology. Successfully achieve improved performance and customer
implementing Cellular manufacturing allows satisfaction.
companies to achieve cost savings and quality
improvements, especially when combined with the 1.2 Goals of the Project
other aspects of lean manufacturing.
This project has dual purposes: learning and
improvement. The situation of the Sewing Floor in
the present time needs action towards
• Md. Isanur Shaikh is currently pursuing B.Sc.
improvement. Any avenue leading toward
degree in Industrial Engineering and
increasing throughput, lowering costs and
Management at Khulna University of
improving delivery is welcome. Cellular
Engineering & Technology,Khulna,Bangladesh.,
E-mail:[email protected]
• Md.Enamul kabir, S.M Mahbubul IslamBoby,
Mostafa Lutfi are pursuing the same degree as IJSER © 2013
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above.
International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 439
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manufacturing is seen not only as a way to increase philosophy which is known as the Toyota
the efficiency of the Sewing Floor, but also as a Production System (TPS) or Lean Manufacturing
potential new way to “do business.” However, [2]. Womack and Jones summarize five basic lean
before considering cellular manufacturing for the principles: value, value stream mapping, flow, pull
Sewing Floor, it was necessary to identify the and perfection [3]. The concept of lean is to deliver
following: the final product to the customer at the right time
and at the right cost that is specifying value from
 Determination of the present conditions of the customer’s perspective Next, is to map the
the Sewing Floor whether it is possible or activities as per the sequence of operations that
not possible to introduce cellular adds value to the given product, i.e., value stream
manufacturing system. mapping. Lean production follows a single-piece
 Determination of the designing and flow pattern where the focus is on creating the
implementation process of cellular continuous and uniform flow of product through
manufacturing system in the sewing floor. the various production activities as it is
 Designing a cellular layout for the current transformed from raw materials to the finished
sewing line and the measurement of product, ready to be delivered to the customer, i.e.,
performance. flow. In order to achieve single piece flow,
 Some recommendations for successful organizations should first concentrate on the
implementation of cellular manufacturing product design and demand, then deny functional
system in the sewing floor. departments and batch processing, and finally

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eliminate any non-value adding process such as
2. LITERATURE REVIEW scraps, backflows and stoppages. Lean thinking
establishes a way to do more with less human
2.1 General effort, less equipment, less time and less space
while creating the product exactly as desired by
The following chapter reviews the literature to the customers, i.e., pull. Finally, through
understand the advantages and limitations of continuous improvements activities perfection is
Cellular manufacturing system which is a tool of achieved. The main idea is to minimize wastes or
lean manufacturing. The chapter will give a clear muda (the Japanese’s word for waste) in order to
view of the back ground of lean manufacturing increase the efficiency of production system. This
and the cellular manufacturing system. The means eliminating over production and inventory,
various aspects of the cellular manufacturing unnecessary movement of material, waiting and
system that are useful to RMG industries also delays, over processing, unneeded worker motion,
revealed by this chapter. and the defects.

2.2 Introduction to Lean In the lean manufacturing concept waste reduction

is a vital issue. Lean experts try to identify the
wastes and reduce the wastes by using proper
For the past three decades lean manufacturing has
tools. So to knowing the lean manufacturing
been practiced by organizations to improve their
system properly the wastes that are reduced by
production systems. This concept originated in
this system should be known. The types of the
Japan after the second world war when Japanese
waste are given below that are reduced by this
manufacturers faced the dilemma of insufficient
concept.
materials, financial problems and limited human
resources[1]. The Japanese could not afford the
huge investment to implement mass production 2.2.1 Wastes
systems as practiced by US manufacturers. These
conditions resulted in the birth of lean in Japan in Waste or Muda can be termed as any process or
the mid-1940s.Toyoda Kiichiro, president of activity which does not add value to the product.
Toyota motor company, Shigeo Shingo and Taiichi Identifying the wastes in an industry is very
Ohno developed a new process improvement important as this helps in targeting the

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inefficiencies present in the process and in Toyota industries which are now known as
eliminating them. Womack et al have considered creator of such concepts [1].
seven commonly identified wastes are[2]:

• Overproduction
• Waiting time
• Transport
• Unneeded motion
• Unnecessary processing Table 2.1 Common Wastes
• Excess inventories
• Defects

These seven common wastes are very specific to

manufacturing or operations activities. In order to
get a broader view of non-value added activities to
produce a given product, from the starting point to
the end point, there is a need to elaborate on these
seven wastes. For example, the excess inventory

Wastes Description

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Setup time Time the manufacturing system is idle due to activities that need to be
completed to start the process to manufacture the

Failure time Time the manufacturing system is idle due to a machine or equipment
malfunction

Transportation Movement of materials to several locations, resulting in longer lead times

Over processing A manufacturing process that is unnecessary complex and does not add value
to the product

Unneeded motion Movements of people during the production which do not add value to the
product

Raw material inventory Unnecessary storage of raw materials that add cost

Work-In-Process (WIP) Unnecessary storage of intermediates or semi-finished goods that add cost

Finished goods Inventory Unnecessary storage of finished goods that add cost

Defects Error in producing the products or materials, resulting in scrap or rework

waste can further be sub-divided into raw

material, work in process and finished goods
inventories which gives broader perspective of 2.2.2 Lean Tools
wastes in different areas.The tools that are used to
remove waste and improve the production system There are number of lean tools than can be used to
are stated below. These tools are successfully used identify and reduce waste. However, each tool is
targeted at one or more specific wastes. For

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example, the SMED tool is used to target setup

time waste. There are more universal tools such as
5S, Visual Control and Standard Work which
support other tools in order to increase their
efficiency. Table 3.2 describes eleven of the most
common lean tools [4].

Table 2.2 Common Lean Tools

Tools Description 2.3 Cellular Manufacturing

Value Stream A method to map the activities (both value adding and non-value adding) involved
Mapping(VSM) in moving the products through the manufacturing process

5S A workplace organization methodology (the 5S’s are “Sort, Straighten, Scrub,

Schedule and Standardization”)

Visual Control A technique to make information available at a glance

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Standard Work (SW) A technique for organizing a job such that it can be carried out in best and safest
manner

Just-In-Time (JIT) A strategy to produce the right part in the right place and at the right time

Kanban A tool used in JIT to control or signal the production or movement of parts

Production Smoothing A tool to keep production levels smooth or constant from day to day

Total Productive A tool for maintenance of equipment or machinery to achieve maximum equipment
effectiveness through participation of every employee
Maintenance (TPM)

Total Quality A tool to improve the quality of a product by continuous improvement in the process

Management (TQM)

Single Minute Exchange of A tool to reduce the setup time

The research will concern about the last lean
Die (SMED)
manufacturing tool that is Cellular manufacturing
system. The Cellular manufacturing system is the
Cellular Manufacturing A proper placement of machines or equipment
concept that isso emerged
that the family
fromof products can be
the group
produced in one cell technology. Further about this concept is discussed
in the next section.

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2.3 Cellular Manufacturing: 1925 and adopted in Russia by Mitrofanov in 1933

(although the work was translated into English in
1966)[13,14]. Jack Burbidge did much to promote
The thesis will concern about the last lean
Group Technology in the UK[15]. Although there
manufacturing tool that is Cellular manufacturing appear to have been similar applications earlier in
history Portsmouth Block Mills offers what by
system. The Cellular manufacturing system is the
definition constitutes an early example of cellular
concept that is emerged from the group manufacturing. By 1808, using machinery designed
by Marc Isambard Brunel and constructed by
technology. Further about this concept is discussed
Henry Maudslay, the Block Mills were producing
in the next section 130,000 blocks (pulleys) for the Royal Navy per
year in single unit lots, with 10 men operating 42
machines arranged in three production flow lines.
2.3.1 Cellular Manufacturing and Group This installation apparently reduced manpower
Technology – an overview requirements by 90% (from 110 to 10), reduced cost
substantially and greatly improved block
The Group Technology (GT) approach originally consistency and quality. Group Technology is a
proposed by Burbidge in 1971 and Mitrofanove in management strategy with long term goals of
1966 has projected the philosophy that exploits the staying in business, growing, and making profits.
proximity among the attributes of given objects [5]. Companies are under relentless pressure to reduce

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GT is identified by many researchers as dividing costs while meeting the high quality expectations
the manufacturing facility into small groups or of the customer to maintain a competitive
cells of machines; each cell is being dedicated to a advantage. Successfully implementing Cellular
specific set of part types and it is called cellular manufacturing allows companies to achieve cost
manufacturing[6,7&8] .Singh depicts the cellular savings and quality improvements, especially
manufacturing as an application of GT in when combined with the other aspects of lean
manufacturing[5] while Mahesh and Srinivasan manufacturing. Cell manufacturing systems are
mentions Cellular Manufacturing as one of the currently used to manufacture anything from
primary applications of GT principles, where parts hydraulic and engine pumps used in aircraft to
with similar process requirements are placed plastic packaging components made using
together into groups called part families[9]. Thus injection molding [12].
Group Technology and Cellular manufacturing are
often refers to similar production environments 2.4 Assessment of Cellular Manufacturing
and Cellular manufacturing is considered to be one
of the main techniques towards a lean
Cellular manufacturing is a new concept .To best
environment. The benefits of implementing GT is
utilization of this concept first the existing system’s
identified by many researchers as to minimize the
benefits and limitation should be known. Then
through put time, improve the quality of the
compare it to the cellular manufacturing system.
product, reduce the WIP levels and stocks and
This chapter discusses the benefits and the
thereby the cost, improve the deliveries, reduced
limitation of the existing or conventional process
set-up times and improve productivity
structures, making it easier to appreciate the
level[10,5&11] . Askin and Standridge explained
advantage of cellular manufacturing and the
the set up time reduction as an important aspect of
situation in which its implementation is desirable.
GT [7].
Next it explain the reasons that justified pursuing
the design and implementation of a manufacturing
2.3.2 The Details about Cellular Manufacturing in a garment manufacturing line. Finally, a
proposal is made on basis of the compare.
Cellular Manufacturing is the application of the
principles of Group Technology in manufacturing.
Group Technology was proposed by Flanders in

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3. THE CELL DESIGN AND itself to achieve more radical changes as it actually
IMPLEMENTATION PROCESS calls for looking at the big picture and reassessing
the goals and processes used to obtain them.
3.1 The Cell Design and Implementation Process
Table 3.1 the PDCA and CAPD Cycles
Since the goal of the research is to research the
acceptability of the cellular manufacturing system The PDCA Cycle
in the RMG garment industries as the system is
P Pick the problem that is most responsible
more feasible than the existing line manufacturing
for the variation in results, analyze the root
technique. From one reference the preliminarily
causes of the problem, and plan counter
strategy of implement one new concept over the
measures to fix the root causes
existing system has been described. In the
reference A New American TQM11 Shiba et al. D Do the improvement
refer to two different ways to effect improvement
within an organization while incorporating C Check that the improvement was effective
learning: the PDCA cycle (Plan-Do-Check-Act) and
the CAPD cycle[16] . The authors explain that the A Standardize it as appropriate, and go to
PDCA cycle is most useful in continuous the next improvement
improvement, where the process already exists and
the PDCA cycle is run over and over again to The CAPD Cycle

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eliminate the next most important problem, and
CA Discover what is wrong with the previous
thus further reduce the variance of the process and
its results. The CAPD cycle on the other hand, is process that prevents achievement of the
more applicable to planning situations where the desired results; what are the key things to
improve for the next cycle
target for the next planning cycle is different from
the target for the previous one. The letters are
P Determine what is desired for the future
transposed to emphasize the control and feedback
(e.g. what is the next target)
aspects of the loop and to focus attention on their
importance in the planning of the improvement D Carry out the plan for the year
process. Table 3.1 enumerates the steps of the two
different cycles and Fig. 3.1 shows the effect of CA Check whether target was achieved, and if
applying and repeating them. not, why not (repeat CAPD)

It is worth noting that regardless of what type of

cycle is used to drive improvement, there is great In addition, by following the CAPD model, there is
challenge in “picking the problem to solve”. Since room for rectifying the process and establishing
solutions are rooted on what problems are new targets, rather than just refining them. Again,
presented and how, “picking the problem that is one important feature of both cycles is that they
most responsible for the variation in results” or both used feedback to move forward. This is a
“discovering how the process prevents necessary feature of any process seeking
achievement of desired results” are often difficult improvement through a new implementation, and
steps in the continuous improvement process it was purposefully included in the cell
because “the problem” is seldom obvious. development process. The Fig. 3.1 represents the
Nevertheless, in a fundamental way “picking the cell design and implementation process proposed
problem” determines the direction, quality as a method to introduce cellular manufacturing in
effectiveness of the improvement. an environment where an existing manufacturing
layout was. This above described strategy allows
According to Table 3.1 and Fig. 3.1 the CAPD cycle for discovering reasons for not achieving desired
was the model used to develop the cell design and results and key areas for improvement during the
implementation process. The CAPD cycle lends assessment stage (CA step). This stage involves

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identifying the scopes of this new concept over the

existing one. In this stage of the strategy of
implementation the area of the all balancing
techniques are implemented and what is desired
for the future can be determined in the Design and
Performance Analysis steps (P step). Carrying out
the plan involves implementation of the design
and monitoring of the results throughout a period
of time to finally (D step) check whether or not the
target was achieved, and restart the CA step.

In the Assessment stage it is very important to

Target obtain an in-depth understanding of current
process and the line activities. This assessment
PDCA1 PDCA2 should be thorough in covering the different
PDCA3
aspects that affect the process, including but not

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limited to personnel alignment and incentives,
manufacturing process, driving metrics, etc. By
doing so a baseline can be established this clearly
defines “where we are today” and thus facilitates
defining “where we want to be tomorrow” and
Target
how to get there. In this way, identifying the cell
requirements and expectations is a more rational
CADP3
and realistic exercise. This also involves finding
scope of all the areas for balancing in the area to
minimize the WIP and acquiring a smooth product
CADP2
CADP1
flow in the Cells.

The Design step requires that information and

feedback are solicited from all the functions and or
Fig. 3.1 Effect of Repeating the PDCA and individuals that are part of the process. In
addition, it requires that effective methods are
used to derive part families and their process.
The main tasks of each step of the process are Sometimes an expert is very helpful during this
briefly explained below. And after discussing the stage of the process to guide the group wisely in
implementation process, this research will give the determining and demonstrating the attributes of a
quantitative and qualitative factors for applying successful design before a big investment is made
the Cellular Manufacturing System over the in implementing it. During this step, care should
traditional system in to the RMG (Ready-made be taken to balance the need to minimize the costs
Garment) industries. of introducing the new cell process in the
production environment with the need for using
the most effective processes or equipment to do the
job. If this balance is not established, the changes
proposed may be too small to achieve the desired
results or too big to obtain the results at a
justifiable cost.

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The success of cellular manufacturing is heavily 4. DATA ANALYSIS

dependent on correct capacity planning to ensure
that dedicating the equipment is justified and 4.1 Cost Reduction for the Increased Efficiency
feasible, and that the work is balanced, so that the
cell can perform as expected. The Performance To calculate the cost reduction for increased
Analysis step is a necessary one to check the efficiency, the efficiency of the existing layout and
assumptions and proposals of the design step and the proposed cellular layout has been calculated
to finalize the performance measurements of the first. The following equations are used to
cell. The above Fig. 3.2 highlights the iterative determine the line efficiency:
relationship between the Design and the
Performance Analysis steps. Standard Pitch Time (S. P. T)
= Basic Pitch Time (B. P. T)
The Implementation step requires mobilizing the + Allowances (%) (1)
people that “do the work” to implement the
Changes as for the balancing the line. Many Target
Total Manpower per line ∗ Total Working Minutes per Day
companies that have tried to implement to =
implement the cellular manufacturing but there is SMV
∗ 100% (2)
a big problem associated with mobilizing people
and resources to make the balances. In the RMG Line Efficiency
garment industries most workers are women and Total Output per day per line ∗ SMV

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this industries are mostly labor intensive for this = (3)
Total Manpower per line ∗ Total Working Minutes per Day
one suggestion can be taken from the reference
that the author suggests that these kinds of In Appendix, time study sheet is attached showing
activities that are already in place may offer the a the different types of machine used, number of
suitable environment to mobilize the resources. operators, basic and standard pitch time, process
Preparation, identification of key players and clear name.
goals will go a long way to ensure the success of
the implementation.

Finally, the Performance Measurement step is an

ongoing process, where performance
measurements are monitored to determine the
impact of the change in achieving the expected
goals. This step is very important because it
establishes the feedback loop needed to identify
areas of success and areas where requirements
need to be readdressed. In doing so, the CAPD
cycle is restarted and continuous improvement is
perpetuated.

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Table 4.1 Benchmark Target and Line Efficiency of Existing Manufacturing System

Total Output Per

1902 Pcs
Day
Total Manpower 16
Working Time 600 Min
SMV 2.26 Min
Target /hr 425 100% Efficiency

340 80% Efficiency Benchmark

170 40% Efficiency

Line Efficiency 45%

Table 4.2 Present Capacity of the Existing Manufacturing System

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S.N. Operation Man Power M/C SMV Present Capacity/hr
Type (min)
1 Main label Joint 1 S/N 0.17 353
2 Two Part match 1 M/L 0.2 300
3 Label Sewing & Cut 1 S/N 0.13 461
4 L. Shoulder Joint 1 O/L 0.08 750
5 Thread Cut Fold 1 M/L 0.19 315
6 Neck Piping 1 F/L 0.22 272
7 Thread Cut/Fold 1 M/L 0.2 300
8 Side Seam 3 O/L 0.53 340
9 Shoulder Tack 2 S/N 0.11 1090
10 Thread Cut, Fold 1 M/L 0.09 666
11 Arm Hole Piping 2 F/L 0.23 522
12 Thread Cut & Fold 1 M/L 0.12 500

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Capacity/hr
1200

1000

800

600

400

200

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Fig. 4.1 Variation in Each process Capacity per Hour Compare to Benchmark Target per Hour

Fig. 4.2 Proposed Cellular Layout for Sewing Line

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Capacity/hr
600

500

400

300

200

100

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Fig. 4.3 Variation in Each Process Capacity per Hour in the Proposed Layout

Table 4.3 Capacity of Proposed Cellular Manufacturing System

S.N Operation Man Proposed M/C SMV Present Balanced Remark

. Power Man Type (min) Capacity capacity
Power /Hour /Hour
1 Main label Joint 1 1 S/N 0.17 353 353
2 Two Part match 1 1 M/L 0.2 300 340
3 Label Sewing & 1 1 S/N 0.13 461 461
Cut
4 L. Shoulder Joint 1 1 O/L 0.08 750 340 Help 5
5 Thread Cut Fold 1 1 M/L 0.19 315 340
6 Neck Piping 1 2 F/L 0.22 272 545
7 Thread Cut/Fold 1 1 M/L 0.2 300 340
8 Side Seam 3 3 O/L 0.53 340 340
9 Shoulder Tack 2 1 S/N 0.11 1090 545
10 Thread Cut , 1 1 M/L 0.09 666 340 Share
Fold with
2 &5
11 Arm Hole 2 2 F/L 0.23 522 522
Piping
12 Thread Cut & 1 1 M/L 0.12 500 340 Share
Fold with 7

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Table 4.4 Proposed Output and Increased Efficiency

Total Proposed Output Per Day 2378

Total Operator 16

Working Time 600 Minutes

SMV 2.26 Minutes

Line Efficiency 56%

Line Efficiency Increased 11%

The factory is consisting of fifty lines. The Total working time/day = 9600 min
proposed cellular model helps to increase Time saving for 1% increase in efficiency from one
efficiency. For a least amount of increase efficiency Line = 96 min
causes the reduction of a great amount of cost. The Cost per minute of the factory = US$ 0.07
following calculations show that applying cellular Cost Saving/day for 1% increase in efficiency from

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manufacturing, the factory can save US$1201200 one Line = US$ 7
annually from its labor cost only. The calculations Total number of lines in the Factory = 50
are as follows Cost Saving/day for 1% increase in efficiency from
Fifty Lines = US$ 350
Number of operators working in the line = 16 Annual cost savings for 11% increase in
Working time/day = 10 hrs Efficiency from Fifty Lines = US$1201200
(26working days/month)

Cost Reduction
1400000

1200000 1201200
1092000
1000000 982800
873600
800000 764400
655200
600000
546000
400000 436800
327600
200000 218400
109200
0
1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11%

Fig. 4.4 Reduction of Cost with Increasing Efficiency Annually in US$

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4.2 Cost Reduction of Supervising 5. RESULT AND DISCUSSION

In the existing manufacturing line, there are two 5.1 Result

supervisors to effectively supervise the operators.
But in the proposed cellular layout, as the work Cellular manufacturing is a powerful tool of lean
stations are closely located, one person can manufacturing. In the sewing floor of a ready-
effectively supervise the operators. So the made garment industry, there exists an ideal
supervising cost is reduced. The calculations are environment to use this tool to obtain the benefits
following of lean manufacturing. As the lean manufacturing
reduces wastes that do not add any value to the
Number of supervisors in the existing line product, it helps to reduce the manufacturing cost
=2 by increasing the labor utilization. If the labor
Number of supervisors in the proposed cellular utilization increases, a factory can save a
layout =1 handsome amount of cost annually; this will help
Number of supervisors reduced per line the factory to exist in the competitive business
=1 world. The result obtained from this research is
Number of supervisors reduced for fifty lines that the factory can save cost by applying cellular
= 50 manufacturing system, by increasing line efficiency
Cost for one supervisor per month and reducing the number of supervisors is US$
= US$ 115 1.2702 Million annually.

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Cost save due to reduction of fifty supervisor per
month = US$ 5750 5.2 Discussion
Cost save due to reduction of fifty supervisor per
year = US$ 69000 Cellular manufacturing not only help to reduce
labor cost and supervising cost, but also it will
4.3 Total Cost Reduction provide the factory other benefits which indirectly
reduces factory cost. As well as, it will help the
Total cost reduction per year of the proposed factory solve many problems. The current
cellular model has been calculated from the sum of fluctuation of WIP is seriously high as the bottle
cost reduction for increased efficiency and cost necks create vacuums at some of the workstations
reduction of supervising. The calculations are as making WIP zero. When WIP levels increase due
follows to issues on the line e.g. a quality problem, the
operators with less WIP or no WIP are expected to
Cost reduction for increased efficiency help the others in the cell until a preset level is
= US$1201200 reached, resulting in less WIP fluctuation within
Cost reduction of Supervising the line. This will help return the line to a balanced
= US$ 69000 state before the problem occurred. With reduced
Total cost reduction fluctuation of WIP the flow becomes considerably
= US$1201200 + US$ 69000 smoother. When the flow is smooth gradual
reduction in WIP is possible. Presently the size of
= US$ 1270200 the garment ply (number of garment pieces in one
bundle) is about 100 units. When the ply size is
= US$ 1.2702 Million large the total WIP within the line is high, this in
itself causes problems at the start of the line and
the effects of this are felt through the rest of the
process operations. This can be used both as a
production line visual control and as a useful
metric for meeting reviews. Further reduction of
WIP levels should be achieved with Kaizen
approach within the sub-cell groups. In a lean

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environment the control of quality is the A successful implementation requires thorough

responsibility of the operator. The worker must analysis. When introducing a cell in an already
ensure that what is passed to the next workstation existing Sewing Floor, managers may decide to
is of perfect quality. In order for this to be achieved rely on their own knowledge and experience rather
there are several factors that managers must than on data and analysis to determine cell
consider before granting this responsibility. First capacity. While knowledge and experience are
and foremost management need to ensure that extremely important, without analysis it is
proper training is provided to all its operators and impossible to synthesize the data into useful
it needs to be consistent to ensure minimal information to support decisions. Furthermore,
variation of the quality of garments. When the analysis encourages the exploration of different
operators feel that the power of work groups and scenarios and these iterations yield a more robust
their responsibility and benefited through earning design.
more money at a reduced work pressure, with
working no over time, they are motivated. The People can make it happen:
leaders of the workgroups naturally will try to
ensure the quality of sub-assemblies that are Analysis is necessary but not sufficient.
passed from their cell to the next cell. If second Participation from people across the organization
quality is produced by a certain work cell, the facilitates and enhances the design; and it is people
responsibility of the rework is given to the same that implement the design. Ensure that input from
cell. As the operators are empowered and as many of those who will “work and live within

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motivated they themselves balance each sub-cell the cell” is obtained prior to implementation; it will
within the line to achieve their target in the case of make the implementation process much smoother.
a machine breakdown, absenteeism etc.
Break down the functional barriers:
6. CONCLUSION AND RECOMMENDATIONS
Cellular manufacturing requires communication
6.1 Conclusion amongst and between the operators and the
functional support personnel to support rapid
The goal of the project was twofold: learning and problem solving and results. The culture of an
improvement. The authors feel that these already existing Sewing Floor may not support the
objectives have been accomplished. In the sewing kinds of interactions and relationships that support
floor of a ready-made garment industry is an ideal cellular manufacturing. Managers should be aware
environment to introduced cellular manufacturing. that the introduction of cellular manufacturing can
The cell design and implementation process potentially require changes to the organizational
proposed in this research can be used to culture.
implement the cell at the Sewing Floor, and hence
the Sewing Floor will begin to realize the benefits From a broader perspective, through the study and
expected from the cell. The cellular layout for the observation the authors became keenly aware of
sewing line and its performance has been the importance of communicating a vision and
determined in this research work. goals throughout the organization. They now
believe that this is one of the most difficult
6.2 Recommendations challenges for managers, and that it is work that is
never done. The vision and goals of the
The authors offer the following recommendations organization need to be communicated not only
for successful implementation of cellular through the words, but also reinforced through the
manufacturing system in the sewing floor as key actions of the organization’s leaders and through
lessons learned from the research- the incentives offered to the employees. Another
important challenge in a ready-made garment
Do not underestimate the importance of analysis: manufacturing organization is the need to
understand and manage capacity. Although MRP

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and MRP II systems have been immensely useful systems, Hamiton Printing, USA, pp.163-
in the manufacturing environment, they are not 165.
able to support many of the capacity loading
decisions that are made on a day to day basis. [8] Buffa, E.S., Sarin, R.K. (2002), Modern
Managers need to develop the skills within the Production operations and management, 8th
organization to manage capacity as effectively as edition, Gopsons Paper Ltd., India, pp.
possible given the tools available. Capacity 484, 672-674.
planning in a manufacturing environment is a
complex problem, but the success of a [9] Srinivasan (2002), Increment cell formation
manufacturing organization is tied to its ability to considering alternative machines,
match the required resources to the available International Journal of Production
capacity as efficiently as possible. Research, vol. 40, No. 14, 3291-3310.

[10] Burbidge, J. (1979), Group Technology in the

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 International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 453
ISSN 2229-5518

Appendix: Time study sheet showing total operator with standard minute value.

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APPENDIX

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