Inching Towards Lean Manufacturing: Prepared By: Cutting Process Improvement
Inching Towards Lean Manufacturing: Prepared By: Cutting Process Improvement
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Orientation Analysis of Cost Cutting Process Flow (Material & Info Flow) Performance Matrix Planning Cost Reduction Cut Order Planning Material Utilization Labor Aspects & Role of Management in Cutting Introduction to Gerber Cutting Quality role & Modern Concept Cutting KPI's & Visibility
Cutting is the Heart Foundation for Fabric Planning Most vital for material saving Feeding point of the sewing, the most important division Any imperfection can result in quality issues
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Layout Planning
Marker Planning
Planning Procedure
Motive Apparel Planning Marker Verification & Improvement Consumption Verification and Change in Fabric Demand Marker Efficiency Calculation Factors
Width Style Technology (Manual, Computerized, Auto) Skills Fabric Quality
Spreading
Cutting
Lay Lengths
Manual Cutting
Height Marker Margins Height Marker Margins
Auto Cutting
Bundling
Die Cut Roll to Roll Bundling Band Wise Bundling Size Vs Piece Bundling Vs Marker Making
Prepared By: Cutting Process Improvement
Embellishment Section Cutting Inspection Apparel Audit Inspection Barcode Generation Auto Placket Section Dispatch to Apparel
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Output
A tool to measure ratio between INPUT and OUTPUT
Absolute Term for measuring quantity in units or pieces Talks about quantity only Used when all the variables are same as it does not consider variable factor i.e.
Floor
Floor A Floor B
Output
9000 kg 7000Kg
Productivity
An other tool to measure ratio between INPUT and OUTPUT
A tool of comparison when product is same but Input variables are different It cant compare different products Limited use due to above limitation
Unit Productivity
Efficiency
Ratio of SAM Produced (Output) and Man Minutes (Input)
Bes tool for measurement as it consider different product profiles and factor of production Measures both operators skill and Managements effectiveness Good factories work at 70%
Efficiency %
SAM Produced Man Minutes
Performance
Ratio of SAM Produced and On-Standard Time
Best tool for measurement as it consider different product profiles and factor of production Measures operator's Skill Good factories work at 90-95%
Performance%
SAM Produced On-Standard Time
Utilization
Ratio of On-Standard and Clock time in minutes Very important factor telling how is capacity being utilized
Utilization%
Efficiency %
Time taken by a standard operator using specific or standard method to do a particular job with all the allowances factored in. Mathematically
Operators Time
Factor
SAM (Per Variable Per Team) SAM (Per Variable Per Person)
Calculation
= ASCT * Rating % * ( 1+ PF% + MD% ) = ASCT * Rating % * ( 1+ PF% + MD% ) * D.L
Steps in Study
Observe the job and break into elements Use the stop watch to time each element (ASCT) Rate each element by comparing with standards Multiply each element with rating to get basic time Average each basic time to get operations Basic Minute Add personnel and machine fatigues to get SAM for the activity
Calculation Of SAM
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Prepared By: Cutting Process Improvement
Usage Of SAM
Calculation of Output Targets, Machines and Man Power Setting Piece Rates, Cost sheets & Quotas Capacity Study Preparing Operations Bulletin Line Balancing Setting up training programs based on TNA
Material Saving
Direct Material Indirect Material
Improving fabric Utilization% or Yield% by studying the factors effecting it can save the direct material cost
Techniques
SMED/Changeover Analysis
Performance% Improvement Utilization% Improvement Method Improvement Process Cycle Efficiency
Strength Rationalization
Steps
Observe & enlist the activities Record activities time Consider Breaks and Human Factor Observe Capacity & Maximum frequency of the job Rationalize the activities being performed Calculate & Compare Required Vs Actual Minutes Define strength Add reliever if necessary
Crew Analysis
When activities are performed in groups Observe and enlist the activities Record time & people engaged in each activity Summarize Productive & Non Productive time of each person of
the crew Summarize Productive & Non Productive time against each activity Calculate the crew required
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Prepared By: Cutting Process Improvement
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Steps
Observe & Record Separate internal & External Activities Convert Internal to External Activities Streamline all Activities Document Internal & External Procedures
All Setup E
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Activities E
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Run E
Internals I
Externals
Post-setup externals
Externals
Internals
Run
Externals
Internals
Run
Externals
Internals
Run
Externals
Internals
Run
Run
Warm Changeover
The concepts states that, every individual should start his work from the same point, end by the previous individual.
Setup/ adjustment Idling/minor stoppages Speed Defects in process rework Start-up losses
Prepared By: Cutting Process Improvement
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Prepared By: Cutting Process Improvement
Lean Manufacturing
7-Wastage (TIMWOOD)
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All planning of PO in terms of cutting layout before its execution in production. Process that coordinates PO with all variables of marker making, spreading and cutting to minimize the production cost and meet time line for demand in sewing.
Actually It includes: Advance Marker Making Theoretical Number of Layouts Shade Bands Number of Plies required per lay
Shade confirmation
Problematic Fabric info Roll Weight
What it helps
Material Saving Time Saving Less Fatigue Effective use of Labor, equipment, Fabric and Space
Zero ReMarking
Fabric Saving
Roll based Planning for optimum fabric utilization Handling problematic fabric in a better way Focused Markers
Time Saving
2-3 Lays/Lot accumulates to 1.5hr Start up time reduction to improve Process cycle Efficiency
Labor Saving
Following the fixed ratio
Pre-planned Markers
Piece Planning Lay Planning Basic lay Planning Procedure Cut Planning Loading the cutting section Seasonal Planning Target Setting Case study
Major Functions
Before Production
Planned Consumption Analysis (Before Go-ahead)
Stripe fixations Size wise ratio fixation Marker fixation Analysis & Impact Amended pattern Considering Actual floor margins Confirmation of nesting specs Impact and Ok for bulk production
After Production
GGT Operations Working
Prepared By: Cutting Process Improvement
Reason Scramble marker making To avoid shading in garment Paired marker making for asymmetrical garment components
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Tables
Manual Tables AFT tables
Spreader movement table Railing encoder tape Air blowers
Fabric Platform Operator platform Cradle portion Cutting device (knife motor, pulling motor, material clump) Elevator Edge Sensor (Edge aligner) Eye Sensor (fixed at center) LCD Screen Info (Length, Speed, sharpening control, calibration control)
Prepared By: Cutting Process Improvement
Gerber Cutter
Cutting Speed (10*80=800inch/min) Vacuum motor(4.5) Knife motor (complete knife system movement) Fry wheel Sharpening assembly Articulator (for knife up down) Resealer Bristol
CIDB Report
Shift Time Clock time Number of Markers Processed Total Bites Cut Total Cakes Cut Run Time (Sum of 1-5)
1. 2. 3. 4. 5. 6. 7.
Estimated Changeover (No of Marker * Changeover time/Marker) Run Time % Utilization % (Run Time + Changeover Time)/ Clock Time
Quality Control involves monitoring specific project results to determine if they comply with relevant quality standards, and identifying ways to eliminate causes of unsatisfactory results Meeting Customer Requirements
Evolution of Quality
Product Orientation
Process Orientation (1900-1940) Primary Focus: Process Control Shewhart analysis of data for Controlled process SQC charts Quality After World War-II (1941-1945) 100 % to Sampling invention Adaption of Sampling standards (Mil-Std-105) Backward planning Adaption of SQC TQM (1946-Onward)
Improving all organizational processes through the people who used them
Prepared By: Cutting Process Improvement
Audit Procedure
Take Job Card Select & Receive Sample Component checking as per trail run instructions Half fold shape inspection Specs inspection Shade inspection Component counting Repeat steps for Accessories
Prepared By: Cutting Process Improvement
SAMPLE SELECTION
COMPONENT CHECKING
SPECS INSPECTION
SHADE INSPECTION
PIECES COUNTS
ACCESSORIES CHECKING
Types Of Faults
Center Out Bottom Uneven Length -,+ Width -,+ Chest -,+ Extra Notches D Shaped Panels Panel Variation Shoulder Seem Variation Scissor Problem
Prepared By: Cutting Process Improvement
Possible Reasons
Excess Lay Height Unsuitable Cutting Methods Ignorance / Negligence Lay Tension Lay Leaning Lay Mishandling Vacuum Pressure @ Gerber Cutter Blade Sharpness @ Gerber Cutter Scaling @ Gerber Cutter Cut Parameter@ Gerber Cutter Untrained Cutter Operators Improper placement Of pcs In GGT Markers
Prepared By: Cutting Process Improvement
Consumptions Efficiency % Spreading Loss % Large Waste % Fabric Utilization % Utilization% Overall Equipment Efficiency (OEE)
Thanks
Prepared By: Cutting Process Improvement