www.aasrc.org/aasrj American Academic & Scholarly Research Journal Vol 7, No.

3, May 2015

Implementation of kaizen for continuous

improvement of productivity in garment industry in
Bangladesh
Saima Akter,a Farasat Raiyan Yasmin,b Md. Ariful Ferdousc
a
KUET— Khulna University of Engineering & Technology Khulna 9203, Bangladesh
[email protected]
b
KUET— Khulna University of Engineering & Technology Khulna 9203, Bangladesh
[email protected]
c
KUET— Khulna University of Engineering & Technology Khulna 9203, Bangladesh
[email protected]

Abstract.Kaizen is a continuous improvement of process, often is considered to be the

building block of all lean production methods. The ultimate objective of this paper is to
increase efficiency and productivity in sewing floor of luggage manufacturing plant
through system simplification, process standardization, reducing waste and incremental
improvements by using modern techniques like Kaizen. By implementing kaizen, line
efficiency has been improved up to 7% and Defect per Hundred units has also reduced.
For industries, to remain competitive and retain market share in this global market,
continuous improvement of manufacturing system processes has become necessary.
Kaizen strives to empower the workers, increase worker satisfaction, facilitates a sense of
accomplishment, thereby creating a pride of work. It not only ensures that manufacturing
processes become leaner and fitter, but eliminate waste where value is added.

Keywords: Kaizen, TPM, 5S, PDCA, POKA-YOKE DHU, SOP, Just-In-Time, Root
cause analysis, Continuous Improvement

1 INTRODUCTION
All the garments industries are labor intensive, so the best utilization of labors of the
industry will assure the highest profit of company. Bangladesh is a country where labors
are available at low wages. Many garments have established their company in our country
to be benefited. So, improvement in product quality with incremental productivity
becomes necessary. Here comes the necessity of best utilization of modern techniques
like KAIZEN in garments industry. By implementing Kaizen worker safety, worker
satisfaction and pride of work were created which motivate them into work. Through
Kaizen strong small, incremental changes are routinely applied and sustain over a long
period which results in significant improvement in efficiency, quality as well as
productivity.

1.1 Kaizen
Kaizen is a Japanese hybrid work. It is a compound word involving two concepts: Kai
(change) and Zen (for the better). The term comes from Gemba Kaizen meaning
‘Continuous Improvement’ (CI). Continuous Improvement is one of the core strategies
for excellence in production, and is considered vital in today’s competitive environment.
It calls for endless effort for improvement involving everyone in the organization. Kaizen
requires no or little investment. The principle behind is that, a very large of small
improvements are more effective in an organizational environment than a few
improvement of large value. This philosophy implies that strong small,
incremental changes are routinely applied and sustain over a long period which
results in significant improvement.

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1.1.1 Function of KAIZEN:

Two functions related to the executable work are distinguished in Japan

 maintenance of the existing condition relying on the operations related to

complying with current standard of technology and management,
 improvement of the existing condition-kaizen, being the function playing
the main role while the procedures and instructions are strictly
implemented.

1.1.2 Application process of KAIZEN method

Application process of kaizen method basically consists of:

 definition of the improvement area,

 analysis and selection of the key problem,
 identification of the cause of improvement,
 planning the remedial Centre measures,
 implementation of the improving project,
 measuring, analyzing and comparison of the results,
 Standardization.

1.1.3 Techniques connected with KAIZEN

There are no strictly defined principles and instruments, which must be used by
management and employee, in order to achieve benefits and control the processes
of continuous improvement. However, several definitions and techniques are connected
with kaizen. These are:

TPM

TPM aims at maximization of machine utilization, operator, material, energy utilization,

reducing losses that that affect the work efficiencies which is extremes of productivity.

5 WHY

Basic for kaizen and at the same time the simplest organizing technique
simultaneously, captivated in motto “when you find a problem, ask why five times”; it
ask so many times as you will find the deepest reason of problem.

PDCA

Process of kaizen idea application is closed in PDCA cycle, Where:

 plan (P) refers to establishing the aim for improvement,

 do (D) is connected with implementing the plan,
 check (C) defines determining whether the implementation has brought the
planned improvement,
 Act (A) characterizes standardizing as the preventing recurrence of the original
problem or setting goals for the new improvement.

7 INSTRUMENTS OF THE QUALITY CONTROL

Pareto diagram, reasons and results diagram (so called Ishikawa diagram),
histogram, scheme, punctual diagram, check card most often with x-R diagram,

POKA-YOKE (ERROR PROOF)

poka-yoke solutions find application in stable processes and enable to drop of

frequency of defects for six sigma level,

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5S

The basis of kaizen are constituted by 5s concept,

 seiri-(selection); proper (suitable) preparation of a workplace, with the

elimination of everything useless.
 seito-order (systemic); tidiness in a workplace, tools in the manner enabling
simple and quickly utilization,
 seiso-clearness (cleaning); order in a workplace allowing on increase of
safety .
 seiketsu-consolidation (standardization); reminding employees about their
duties in the aspect of care of used tools and equipment and about keeping
the workplace order,

1.2 OBJECTIVES

 To improve line efficiency.

 To reduce waste.
 To reduce DHU.
 To increase 5S score.
 To apply standard operation procedure (SOP) for all operators by eliminating
non-value added activities

1.3 METHODOLOGY
Total summarization of Kaizen implementation is given below:

 Collecting existing data including taking time calculation of existing line.

 Balancing line by reducing non-value added activities
 Identifying top 5 defects of current sewing line by root cause analysis and taking
corrective action to reduce these top 5 defects.
 Auditing 5S of existing layout, taking corrective action. Auditing 5S after
Kaizen implementation.
 Calculating the improvement in line efficiency and defect reduction after
implementing continuous corrective action known as Kaizen through 5days of
observation.

2 LITERATURE REVIEW

Kaizen originated in Japan in 1950 when the management and government

acknowledge that there was a problem in the current confrontational management system
and a pending labor shortage . First, it was been introduced and applied by Imai in
1986 to improve efficiency, productivity and competitiveness in Toyota, a Japanese
carmaker company in the wake of increasing competition and the pressure of
globalization. Since then, Kaizen has become a part of the Japanese manufacturing
system and has contributed enormously to the manufacturing success (Ashmore, 2001).

Kaizen forms an umbrella that covers many techniques including Kanban, Total
Productive maintenance, six sigma, automation, just-in-time, suggestion system and
productivity improvement, etc. (Imai, 1986) in figure 1 .

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Fig. 1: The Kaizen Umbrella

According to Imai (1986), Kaizen is a continuous improvement process involving

everyone, managers and workers alike. Broadly defined, Kaizen is a strategy to include
concepts, systems and tools within the bigger picture of leadership involving and people
culture, all driven by the customer.

Watson (1986) says that the origin of Plan-Do-Check-Act (PDCA) cycle or Deming
cycle can be traced back to the eminent statistics expert Shewart in the 1920s.

Shewart introduced the concept of PDCA. The Total Quality Management (TQM)
guru Deming modified the Shewart cycle as: Plan, Do, Study and Act. The Deming cycle
is a continuous quality improvement model consisting of a logical sequence of these four
repetitive steps for Continuous Improvement (CI) and learning. The PDCA cycle is also
known as Deming Cycle, the Deming wheel of CI spiral.

Suzaki (1987) explains that CI is a philosophy widely practiced in manufacturing and

quality circles.

Teian (1992) describes that Kaizen is more than just a means of improvement because
it represent the daily struggles occurring in the workplace and the manner in which these
struggles are overcome. Kaizen can be applied to any area in need of improvement.

Hammer et al. (1993) explain that Kaizen generates process-oriented thinking since
processes must be improved before better results are obtained.

Deniels (1995) explains that the way to achieve fundamental improvement on the
shop floor is to enable operators to establish their own measures, to align business
strategies and to use them to drive their Kaizen activities.

Yeo et al.(1995) describe the viewpoints of various traditional quality management

gurus on the concept of ‘zero defects’ and ‘do it better each time’ that these strategies are
the important ways to improve quality continuously.

Williams (2001) highlights that CI techniques are the recognized way of making
significant reduction to production costs. Quality Function Deployment (QFD) is a well-
known technique for translating customer requirements for a product into functional
specification.

Abdolshah and Jahan (2006) describe how to use CI tools in both quantitative and
qualitative tools in different life periods of an organization have been discussed.

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3. KAIZEN IMPLEMENTATION
Before implementing Kaizen the existing data and layout were analyzed. The time study
sheet for a sewing line named line 13 and SMV are listed in the following table 3.1. Here
10% allowance is considered. ISO specifies minimum 10% allowance for the entire
operator.

Table 1: Time study for different workers

SL Name Machine Observed time Allowance SMV

no. (sec) (min)
1 Shopna 2NDL 1.75 10% 1.93
2 Tania SM 1.80 10% 1.90
3 nipa SM 1.58 10% 1.74
4 Rina SM 1.66 10% 1./83
5 Aklima SM 1.77 10% 1.95
6 Nahar 2NDL 1.52 10% 1.67
7 Jorina SM 1.95 10% 2.15
8 Rajia SM 1.93 10% 2.12
9 Lima SM 2.05 10% 2.25
10 Bina SM 1.88 10% 2.07
11 Rita SM 1.54 10% 1.69
12 Majeda SM 1.58 10% 1.74
13 Josna SM 1.60 10% 1.76
14 Khaleda 2NDL 1.60 10% 1.76
15 Maya SM 1.65 10% 1.82

3.1 Plan-Do-Check-Act Cycle

Plans were made to improve operation, the problems were identified and ideas were made
to solve those problems. Some changes were implemented on small scale. By checking
through Data check sheets and graphical analysis we were confirmed that plan and action
will bring desired result. Then we act promptly to implement the changes though process
standardization.

Fig. 2: The PDCA Cycle.

3.2 Standard operation procedure (SOP)

Implementation of Standard operation is necessary because of making it possible to
identify and eliminate variation in operator work to sustain gains achieved from past

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Kaizen activities, to provide baseline for future Kaizen activities. Creating Standard
Operation:

1. Conducts cycle time analysis

2. Check documents each standard operation
3. Display the document
4. Ensures that all operators are trained

The objective of SOP is to prepare standard operation sheet for all operation and
machine. To standardize operation procedure time study is require observing the existing
method of processes. Then analyzing the processes slowly and eliminate the unnecessary
movement to standardized the method of processes. A standard method of process was
analyzed by the line supervisor. Then the ways or methods of processing were
documented. If the operators follow those methods properly, the non-value added time
will be reduced as well as the cycle time within taken time.

3.3 Cycle time balancing

After implementing SOP the non-value added activity is reduced as a result the process
becomes standardized. Before analyzing the existing layout the taken time of the line 13
was calculated. Taken time is the time which is precisely matches production to customer
demand.

Here, order quantity by buyer= 6000 pcs & day in hand is 20 days=20*8*60 minutes.

= 1.6 minute

Total cycle time limit (TTL) = Total value added activity (VA) + Total non-value added
activity

Table 2: Cycle time balancing by kaizen

SL Taken Cycle Cycle

no. Name Machine time time time Kaizen Implementation
(min) (before) (after)
1 Shopna 2NDL 1.6 1.75 1.70 Reduce unnecessary
movement, rearrange of
material keeping.
2 Tania SM 1.6 1.80 1.77 Reduce unnecessary
movement
3 Nipa SM 1.6 1.58 1.59 Reduce unnecessary
movement
4 Rina SM 1.6 1.66 1.64 Reduce unnecessary
movement
5 Aklima SM 1.6 1.77 1.70 rearrange of material
keeping
6 Nahar 2NDL 1.6 1.52 1.51 Reduce unnecessary
movement
7 Jorina SM 1.6 1.95 1.94 Allocate worker
8 Rajia SM 1.6 1.93 1.85 Reduce unnecessary
material

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9 Lima SM 1.6 2.05 1.95 Rearrangements of

necessary equipments
10 Bina SM 1.6 1.88 1.84 Reduce unnecessary
movement
11 Rita SM 1.6 1.54 1.44 Reduce unnecessary
movement of worker
12 Majeda SM 1.6 1.58 .51 rearrange of material
keeping
13 Josna SM 1.6 1.60 . 55 rearrange of material
keeping
14 Khaleda 2NDL 1.6 1.60 .60 Periodic cleaning
15 Maya SM 1.6 1.65 .50 Reduce bundle quantity

3.4 Existing 5s score

5S is a process and method of creating and maintaining a safe, organized, clean and high
performance workplace. In the following table the 5S score evaluation & scoring criteria
are that five or more than five problems are scored as zero. Similarly four, three, two, one
and zero problem are considered as one, two, three, four and five score respectively.

Table 3: 5s score sheet before kaizen implementation

SL Factor Description Score Defective level need for

no (0-5) improvement
1 Unnecessary Unnecessary items are 1. Rework products are
items not present in the present, unnecessary
workplace. No items are 3 fabric, thread are
on top of machines, present.
cabinets or equipment. 2. Work in process
products are not
arranged.
2 Safety Work areas are free of 1. Large items i.e. boxes
safety hazards. , trays are arranged
Firefighting and other incorrectly
emergency/ first aid 3 2. No specific point for
equipment are emergency
unobstructed and equipment.
correctly stored in a
correctly color-coded
area.
3 Material Boxes, containers and 1. Defect garments are
Storage materials are necessary stored in a tray.
and stored neatly in 3 2. Unnecessary material
clearly labeled shelves of such as: threads,
cabinet fabrics, zipper are
stored. Periodic
cleaning is not
exercised.
4 cleaning Machines and 1. Unnecessary threads,
equipments are clean, fabrics and yarns are
windows and work 3 present
surface are clean. Floors 2. No specific place for
are cleaned minimum broom.
once a day

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5 Equipment All machines and 1. Equipments are stored

maintenance equipments are painted far from the
neatly. Safety guards and workplace which
signs are correctly 2 increases the
installed. No fluid leaks downtime and
and frayed electrical interrupt the
cords. production.
2. dust in equipment
3. oil leakage in
equipment
6 5S Control weekly audits completed, 1.1 Only 2S (sorting and
results graphed, sustain 2 shine) are followed.
those improvements
Total 16
5s score 16/6=2.67

3.5 Corrective action plan for existing 5s score

The existing 5S score of the sewing floor was 2.67. To increase the working environment
as well as 5S score some corrective action was taken. These corrective actions are listed
below:

1. Remove unnecessary items

2. Material storage review
3. Stretcher not to be blocked
4. Easy access to first aid box
5. Floor cleaning
6. Clean machine
7. 5S audit

Table 4: 5s score sheet after kaizen implementation

SL Factor Description Score Defective level need

no (0-5) of improvement

1 Unnecessary Unnecessary items are 4 1. Rework products

items not present in the are present
workplace. No items are
on top of machines ,
cabinets or equipment

2 Safety Work areas re free of 4 1. No specific point

safety hazards. Fire for emergency
fighting and other equipment.
emergency/ first aid
equipments are
unobstructed and
correctly stored in a
correctly color-coded
area.
3 Material Boxes, containers and 3 1. Defect garments

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Storage materials are necessary are stored in a

and stored neatly in tray.
clearly labeled shelves of 2. Unnessary
material such as:
cabinet
threads, fabrics,
zipper are stored.
4 Cleaning Machines and 4 1. Unnecessary
equipments are clean, threads, fabrics
windows and work and yarns are
present but less
surface are clean. Floors
in amount.
are cleaned minimum
once a day
5 Equipment All machines and 4 1. Equipments are
maintenance equipments are painted stored far from
neatly. Safety guards and the workplace
signs are correctly
installed. No fluid leaks
and frayed electrical
cords.
6 5S Control weekly audits 4 1. 3S are
completed, results followed(sorting,
graphed, sustain those shine,
standardization )
improvements
Total 23
5s Score 23/6=3.83

3.6 Reducing waste

The main objective of lean is to reduce wastes. If sewing floor defective garments are
regarded as wastes. So, if defects are reduced wastes are also reduced. It also improves
quality and efficiency of garments.

There are different types of defects in sewing floors. Some defects are given below:

1. Stitch density uneven

2. Down stitch
3. Open stitch
4. Wrinkle
5. Uneven stitch
6. Piping damage
7. Wrong insertion of puller
8. Binding damage
9. Bad thread tension
10. Webbing damage
11. Pleat
12. Broken stitch
13. Zipper waviness
14. over stitch
15. Stitch on bending head.
16. Loose thread

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17. Pinch
18. Needle mark
19. Oil spot
20. Fabric damage

Fig. 3. Faulty display board.

3.6.1Root cause analysis

Fig. 4. Fish bone diagram for wrinkle problem

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3.6.2 Corrective action for Defects

Table 5. Top five problems in sewing section

Quality issues Action taken

1.Wrinkle 1. Parts should be joint carefully.
2. Heating of fabric from a specific distance can be
effective.
2. Zipper waviness 1. Zipper joint with fabric should be done correctly.
2. marking on zipper should be effective
3. Wrong puller 1. Advice operators to put more attention while inserting
insertion puller
2. Alter operators for reducing monotonous
4.Broken stitch 1.Tension of bobbing cage and needle thread is adjusted
2. Advice to trim thread attentively
5.Uneven stitch 1. A little more attention can solve this problem
partially

3.7 Efficiency calculation

Efficiency is the comparison of what is actually produced or performed with what can be
achieved. In general efficiency is the percentage of output by input. In sewing floor the
equation for efficiency is given bellow:

Table 6. Day by day observed output of the line

Day 1 2 3 4 5
Output 350 355 365 370 390

At Day 1:

Total output per line per day=350

SMV=28
Total manpower=30Total working minute per day= 10 hour
=10*60 minutes
By using equation,

= 54%

At Day 5(after implementing Kaizen):

Total output per line per day=360

SMV=28
Total manpower=30

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Total working minute per day=10*60 minutes

By using equation

= 61%

Table 7. Efficiency after implementing kaizen

Day 1 2 3 4 5
Output 350 355 365 370 390
Efficiency (%) 54 55 57 58 61

Fig. 5. Observed efficiency day by day.

Here, this bar chart shows that the efficacy of the process increased day by day

3.8 DHU calculation

Defects per hundred units (DHU) are the total no of defects found in all the inspected
garments in hundred units. DHU is considered as the total n of defected point of all defect
garments. DHU means that what are the defects points of per 100 defects. The equation is
given bellow:

Table 8. DHU chart of existing data

Day 1 2 3 4 5
No. of defect point 379 358 384 340 329
No. of inspected 350 355 365 370 390
product
DHU 108 101 105 92 84

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Fig. 6. Observed DHU day by day

Here, this bar chart shows that the defect per hundred units reduced.

4 RESULTS AND DISCUSSIONS

Kaizen implies that strong small, incremental changes are routinely applied and sustain
over a long period which results in significant improvement. At first, the plant layout,
machine tool arrangement, production flow, labor skill, work environment of the sewing
floor was taken into observation.

Table 9. Results for before kaizen implementation and after kaizen implementation with
comparative results

SL Objectives Before kaizen After kaizen Results

no. implementation implementation
1 Line 54 61 7%
efficiency(%) increased
2 DHU 108 84 24 unit
reduced
3 5S score 2.67 3.83 1.16 unit
increased
4 SOP Non-Value added Value added for Process
some operations standardized

For the quality improvement in above categories, the basic kaizen techniques PDCA,
SOP, 5S scoring, root cause analysis was used by us. By applying PDCA, whole
improvement process were planned sequentially, the required corrective action were
taken. Those actions were checked, calculated and analyzed that it can be implemented
for improvement.

By applying SOP the process were standardized and cycle time were balanced by
reducing non-value added activities. Thus working environment and job safety were
improved. After implementing kaizen 5S scoring was increased by 1.16. The performance
of output is highly dependent on working environment. Improving the working
environment by making it clean and worker friendly the operators were self-motivated to
the works. So, the output was increased day by day.

For high quality product defect elimination is necessary. Root cause analysis was
performed to identify top defects and corrective actions were taken. After implementing

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kaizen DHU reduced from 108 to 84. As defects were reduced waste were reduced which
helps to reduce unnecessary cost. Hence, Kaizen improves the quality and reduce cost.

By implementing Kaizen worker safety, job satisfaction and labor recognition were
imparted to workers. It motivate them into work, facilitates a sense of accomplishment,
thereby creating a pride of work, increase working skill, inspiration, confidence. If there
is extra intensive for good performance, proper training, labor motivation to work will
increase. Line efficiency was improved 7% after implementing Kaizen. Hence Kaizen
improves productivity along with the improvement of quality and reduction of waste.

5 CONCLUSIONS
The main motive of kaizen is to increase overall productivity, efficiency, quality. The
result of kaizen implementation for five days was very fruitful. After implementing
kaizen the efficiency improves from 54% to 61%, DHU reduces from 108 pieces to 84
pieces. 5S improves from 2.67 to 3.83. It can be easily realized that, if a 5 days
implementation of Kaizen can bring 7% improvement in line efficiency then, what it will
be the effect of implementing Kaizen throughout the life of an industry. But it is very
unfortunate for us that most the garments industries don’t follow and implement Kaizen.
They even don’t know that Kaizen needs no or little investment. Bangladeshi garments
industries have the lowest labor cost but they can’t make the highest profit for not
exercising lean, kaizen, 5s and other quality tools. The importance of implementing
kaizen or continuous improvement in every industries are knows no bound.

5.1 Recommendations
 Motive plans providing incentives, training could be prepared to increase
operator’s performance
 Operators recognition can be very effective to provide an operator job satisfaction
 Entertainment of operator while working can help to release from boredom
 Alter jobs of the operators (as their skill) in which they are interested.
 Pictorial SOP can be made for providing easy understanding of operator at every
working line
 The visualization system should be monitored properly
 For team based working team leader can be introduced and rewarded for good
work.

Acknowledgement

The authors are grateful to the most merciful Allah who helps to complete the project
successfully with his grace and mercy.

First of all, the authors would like to thank their project supervisor, Dr. Tarapada
Bhowmick, Professor & Head, department of Industrial Engineering and Management,
for his continual support and encouragement throughout the project period. He
maintained an ideal balance among us to work with freedom to develop our own ideas
and also provided valuable advice when needed.

The authors are particularly grateful to VIP Industries Bangladesh Private Ltd. Mongla
EPZ, Mongla, Bagerhat 9351, Bangladesh for their cordial assistance in this project study.
Especially thanks to Mr. Monjur Ahamad, head of production department, Mr. Asim
Poddar, Mr. Selim Reja for provided us facilities and assistance to make possible to
complete the project work.
The authors would like to thanks all other teachers of the Department of Industrial
Engineering and Management, Khulna University of Engineering and Technology for
their direct and indirect assistance at several times.

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Warsaw, 2004.

Saima Akter is graduated from Khulna University of Engineering & Technology

(KUET). She received her B.Sc. degree in Industrial & Production Engineering from
Department of Industrial Engineering and Management(IEM) from Khulna University of
Engineering & Technology (KUET) in 2015.Her current research interest is in-plant
recycling in garment industries of Bangladesh. She is currently a member of IEM
association.

Farasat Raiyan Yasmin is graduated from Khulna University of Engineering &

Technology (KUET). She received her B.Sc. degree in Industrial & Production
Engineering from Department of Industrial Engineering and Management(IEM) from
Khulna University of Engineering & Technology (KUET) in 2015.Her current research
interest is in-plant recycling in garment industries of Bangladesh. She is currently a
member of IEM association.

Md. Ariful Ferdous is graduated from Khulna University of Engineering & Technology
(KUET). He received his B.Sc. degree in Industrial & Production Engineering from
Department of Industrial Engineering and Management(IEM) from Khulna University of
Engineering & Technology (KUET) in 2015.His current research interests are inspection
system software development,quality control, artificial neural network. He is currently a
member of IEM association.

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