AQM
AQM
AQM
• Employee participation
• Industrial engineering/basics • Stable environment
• Continuing improvement
• Total quality control
• Small lot sizes
Lean Manufacturing - Goals
7 Forms of Waste ‘Muda’
• Manufacturing techniques
• Production and material control
• Inter-company Lean
• Organisation for change
Manufacturing Techniques
• Cellular manufacturing
• Set-up time reduction
• Smallest machine concept
• Fool proofing (Pokayoke)
• Pull scheduling
• Line stopping (Jikoda)
• I,U,W shaped material flow
• Housekeeping
Just-in-Time Manufacturing
“In the broad sense, an approach to achieving excellence in a manufacturing company based
upon the continuing elimination of waste (waste being considered as those things which do
not add value to the product). In the narrow sense, JIT refers to the movement of material at
the necessary time. The implication is that each operation is closely synchronised with
subsequent ones to make that possible”
JIT became part of Lean Manufacturing after the publication of Womack’s Machine that Changed the World in 1991
Pull System
Push System
Using several small machines rather than one large one allows
simultaneous processing, is more robust and is more flexible
5Ss
Lean Material Control
• Pull scheduling
• Line balancing
• Schedule balance and smoothing (Heijunka)
• Under capacity scheduling
• Visible control
• Point of use delivery
• Small lot & batch sizes
Lean Purchasing
The company working force is approximately 290 employees. Its clientele include
importers and wholesalers in Asia, Europe, Canada and in the United States.
This study aimed to use and apply lean tools as ways of improving manufacturing systems that
lead to reduction of wastes and standardization of cycle time.
The researcher used questionnaires, 5S Audit checklists, and Time Study forms in information-
gathering and cycle time-computation.
Based on the observation done, the company does not have a standard operation time.
The researcher observed non-value activities such as unnecessary transportation and manual
counting, and there were also product defects due to poor 5S and WIP inventories.
OBJECTIVE OF THE STUDY
This research focused on the application of Lean Manufacturing in baby dress sewing section in
BY Garments Industries, as a strategy for productivity improvement.
To determine the status of BY Garments Industries, Inc. in terms of the following parameters:
operation process flow; value stream mapping in terms of value activities, and non value
activities; takt time / cycle time, work in process (WIP) inventories, and 5‟S practices;
To determine the extent of the productivity after the application of lean manufacturing tools in
terms of productivity, manpower requirements, work in process (WIP) inventories, efficiency,
rejection rate, and 5‟S practice; and to develop a time study system to achieve productivity
Value Stream Mapping - Value Added Activities
8
The average NVAA is 65 minutes per day
WIP
Defective materials
productivity
problems Scrap Rework
Downtime
Application of Lean Manufacturing Tools
Process Flow
Elimination of NVAA
WIP Inventories
5’s Practices
To eliminate the non-value activities and unnecessary movements of sewers, the flow of
operations must be based on the length of each work available for each sewer.
This is to balance the operations for each model and avoid the late process of other operations.
To achieve this, each operation in each model will be done in a single line, the computed
standard time was used as a basis in determining the capacity of each operator, the required
output per day per operator and the number of machines required to accomplish the target
output were determined
Line Balancing which is levelling the workload across all processes in a cell or value stream
toremove bottlenecks and excess capacity was used.
Line Balancing is standardization of cycle time which calculated and applied in sewing
section
The principle that underpins JIT is that production should be pulled through rather than pushed
through.
This means that production should be for specific customer orders, so that the production cycle
starts only once a customer has placed an order with the producer.
The time study was conducted at BY Garments
and the standard time was determined. For Process 1
(piping neckline), the operator was selected. The
researcher used 10 cycles, using a stopwatch. The
elements were broken down in such a way that the
operation will be simplified.
Productivity
Rejection Rate
WIP Inventories
Manpower Requirement
Efficiency
Effectiveness
STUDY CONCLUDES
The non-value added activities were reduced, thus productivity was improved.