Chapter 5 IMPLEMENTATION OF 5s CONCEPT AND KANBAN SYSTEM IN GARMENT INDUSTRIES A) 5s CONCEPT 5.1, Introduction Many Japanese firms have been making the most of the practice of 5s concept in order to enhance human capability and productivity. Since its introduction by Takashi Osada in the early 1980s, it has been demonstrated that the SS techniques could considerably raise the performance in production line including housekeeping, health and safety. '5s' literally means a place for everything and everything in its place, ready for use. Although 5s technique is a simple tool in the lean glossary, its impact after implementation is very high in terms of employee motivation and productivity. [5] It is observed from the literature survey that most of the medium scale garment industries in India are not taking advantage of 5s. It is known that in any garment manufacturing unit, the challenge is to keep the environment clean due to the dusty working conditions. 5s was thought of as a possible and potential tool to provide a solution to the above. A medium scale garment industry in Bangalore (Alpha Garment Industry) which evinced keen interest in 5s implementation was chosen for the analysis and implementation. After initial discussions with the management, requisite information was gathered from the concerned managers and supervisors of the above firm. * Part of the contents of this chapter has been presented and published in the proceedings as follows. "Implementation of 5S - Lean technique to improve garment warehouse eficiency " - ln~ernational Congress on Productivity, Quality, Reliability, Optimization and Modeling (ICPQROM). 7-Bt' February 2011, India Habitat Centre, New Delhi.
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Chapter 5
IMPLEMENTATION OF 5s CONCEPT AND KANBAN SYSTEM IN GARMENT INDUSTRIES
A) 5s CONCEPT
5.1, Introduction
Many Japanese firms have been making the most of the practice of 5s concept in order to
enhance human capability and productivity. Since its introduction by Takashi Osada in
the early 1980s, it has been demonstrated that the SS techniques could considerably raise
the performance in production line including housekeeping, health and safety.
'5s' literally means a place for everything and everything in its place, ready for use.
Although 5s technique is a simple tool in the lean glossary, its impact after
implementation is very high in terms of employee motivation and productivity. [ 5 ] It is
observed from the literature survey that most of the medium scale garment industries in
India are not taking advantage of 5s.
It is known that in any garment manufacturing unit, the challenge is to keep the
environment clean due to the dusty working conditions. 5s was thought of as a possible
and potential tool to provide a solution to the above. A medium scale garment industry in
Bangalore (Alpha Garment Industry) which evinced keen interest in 5 s implementation
was chosen for the analysis and implementation. After initial discussions with the
management, requisite information was gathered from the concerned managers and
supervisors of the above firm.
* Part of the contents of this chapter has been presented and published in the
proceedings as follows.
"Implementation of 5S - Lean technique to improve garment warehouse eficiency " -
ln~ernational Congress on Productivity, Quality, Reliability, Optimization and Modeling
(ICPQROM). 7-Bt' February 2011, India Habitat Centre, New Delhi.
Essential information was collected before the implementation of 5s plan, an approach
was proposed and implemented, and finally the feedback was collected once again to
make appropriate inferences. Details are discussed below.
5.2 Aim
To introduce 5s concepts in order to make the g m e n t manufacturers utilize the benefits
of good house-keeping procedures.
5.3 Observations and problem identincation
After analyzing and critically examining the existing stores, the following observations
(which speak of the poor housekeeping) were made.
Fabric rolls and accessories received in the Material Inward area were stored
unscientifically.
The crates for accommodating the fabric rolls and accessories were severely bent
due to overloading.
Uneven arrangement of fabric rolls
Very low utilization of storage space
Insufficient information on the fabric storage layout board.
Non availability of storage bins for many accessories.
Used accessories improperly stored
Enormous time to identi@ accessories for retrieval
Total absence of disposal of wastage and un wanted items
Unduly long storage of fabric rolls in the sub-store area instead of quick disposal
Hap hazardous storage of fabric samples, making location time consuming
5.4 Objectives
To establish effective house-keeping procedures in the stores department.
To implement and maintain an effective system to achieve a conducive
environment for quality.
5.5 Methodology adopted
Discussion with managers to identi9 the department for 5s implementation
Using the 5 s master scoring criteria, record the present level of performance
Implementation of 5s tools in the stores.
Evaluate the performance of the stores after SS implementation
Design the audit sheets and conduct the internal audit to gauge the performance.
5.6 Analysis of the existing system
The stores department at Alpha garment industry was categorized under the following
three groups:
1- Fabric Store
2- Disposable itemdrecords store , and
3- Accessories store
After conducting several meetings and discussions with the managers, it was decided to
analyze and implement the 5s housekeeping procedures in the stores deparhnent. The SS
deployment team was constituted involving the supervisor and mtmbers of the stores
department. To start with, the established SS training practices were imparted to the SS
team.
Using the Master scoring criteria, the existing level of performance was recorded. For the
scoring criteria and 5s Scoring, the check sheet was adopted in this exercise [72]. Using
the check list, the existing level or points of the performance was marked for all the three
stores (Red colored italics in Table.5.1). At this stage, the materials and the fabric were
hap hazardously placed in all the stores which resulted in confusion, delays in retrieving
the materials, lqse of time and redundancy.
Table-5.1 : SS Master Scoring Criteria
Sort
-
Straighten
Shine
Points 5 4
3 2 1
Points 5
4
3 -
2 I
5
4
3
Description Unneeded items have been completely disposed? All unneeded items are stored away fmm work place (awaiting disposition) - It is easy to distinguish between needed and unneeded items It is difficull to distinguish between needed and unneeded items. ,vt ~ i t l l l Nlti 1 ~ 1 1 1 1 ~ ~ ~ , I t 11 l l l t f ! l \ 111 t l l l l t t ~ l i ' ro,q1 i l 1 i V
Description All tools and gauges are identified and their proper location. Supplies and raw material areas are clearly marked for part number and quantity per location. Colour coding, outlining or other methods are used to facilitate placement of tools, gauges, supplies and materials. Location and item indicators are used for tools, gauges, supplies and raw materials. Aisles are clearly marked. It is difficult to distinguish what goes where in what quantities. It i.\ not por \rhli to d ( ~ / r ~ r . r ~ ~ r r i c ~ rcjhirt ,yoi r t t hc'ri r r i r r l rrr 11 lrrrr y ~ t ~ l t i t j t ~ ~ ' . \
Cleaning tasks has been combined with dirt prevention methods. Tools, fixtures and gauges are free of residual magnetism. Cleaning tasks and cleanliness inspection checklists have been combined. The work area is cleaned daily.
Sustain
3
2 1
Improvements are identified and implemented. 5s audits are performed throughout the facility. Improvement areas are identified but not yet implemented. 5s activity is apparent in some areas. 5S training has heen @cn ro all uCIvFvociut~, hul there is vro othrr evidence of SS uctirti!y.
The above critical obscnations at the storcs department \\.ere discussed with tlic mansper and the supeniscv. It was unanimously felt that action was warranted to i lnpro~e thc perlhnllance of the stores.
5.7.1 SORT:
Fabric rolls. materials and reccjrcis ~ c r c physically scgrrgated and groupcd. A M ' i~~iiilyal:,
u a s conducted Ibr the rnutc.r~als and the rc~ulrs arc gi\cri he lo^ 111 figurt' 5.1 ancl tahlc
. , i: : ; : ,: 8: i: ,r
CUMlJLATlVE 4'0 OF ITEMS
Figure 5.1 : ABC Classification
Table 5.2: Number of items classified according to ABC
I t was found that there were 2 empty racks in each row of the stand in the fabric store.
C Class Items
'Total no. of Class ltems --- Cumulative % o f Class Items
B Class Items /bartirularr A Class Items
I 1
-- 1 I / 49 = 22.44%
2 0
." - 63.25%
--
18
-- 100%
2 empty racks x 4 rows = 8 empty racks across 4 rows
Total no. of racks = 6 racks in each row x 4 rows = 24
% of space not being used = 8/24 X l00= 0.3333 X 100 = 33.33%.
As the first step of improvement, the fabric rolls were rearranged and the empty racks
were filled. A suitable ladder was deployed so that the top rack was also easily
accessible.
The Comparative Analysis that resulted after implementing the first S-Sort 1 shown in
Table 5.3.
Table-5.3: Comparison between existing and proposed SORT states
Existing
1 storage not being used ( 1 1
33.33% of storage space in the form of empty racks in the fabric layout
effectively. I
Proposed Benefits 1 The storage space used effectively by placing
100% utilization storage space.
Infrequently and frequently used fabric rolls and inventory stored haphazardly in the sub store.
5.7.1.1 Proposed Tag System For Sorting:
fabric rolls. ;i!
' ~ropkr methodologies and procedures not used for identifying and retrieving of accessories
The existing system in the stores department did not provide any identification tags for
the materials. To rectify this, the following material identification tags (each of' a
specified colour) were prepared and classified as A, B or C as shown in Figure 5.2
62
Infrequently and frequently used fabric rolls and accessories sorted and properly placed.
Easy retrieval of items.
Less clutter to interfere with productive work
ABC analysis implemented wherein accessories are sorted. Color tags also used.
Easy visual identification and retrieval of accessories.
Simplification of tasks
All the A class itetns were identified using the green tags.
All the 13 class iten~s wlt.rc identified ~lsing the yellow tags.
All the C class ite~ns wcre identified using thc rcd tags
Figure-5.2: Different Tags to identify materials
The fabrics received in the stores department from various suppliers wcre lirst subjected
to quality assessment. A small piece of the fabric called 'swatch' was cut tfotn every roll
and was sent to quality inspection.
The status of the garment rolls at each rack was not known in the existing system. Hence.
a new display board was designed (shown in Table 5.4). This provides the vital
information of the rack board, and can used as a visual display for different fabrics and
their status.
63
Table-5.4: Status of fabric rolls in stores
5.7.2 STRAIGHTEN:
Final goal: To remove unwanted I unnecessary items and
To retain only those which are wantedi necessary
All the materials in the stores dcpartmcnt were considered and those items that secnl to
be unwanted1 unnecessary wcre identified and class~fied. Materials that wcre used on a
daily basis were given Material Identification 'I'ags according to ABC' classification. Retl
tags (Format shown in Fig. 5.3) were designed to indicate materials that will bc cithcr
used in future or materials that will be scrapped.
Reasons: ------I Item Name:
Disposition Required I Action Taken I
Classification:
Tag number. Tag Date.
Action Description :
Tagged By: ...-,..-..-* ".. .,
Figure.5.3: Red Tag Form
New Location:
Red Tag Log: Red Tag log (Table. 5.5) was suggested to record information about all
tags used on a Red Tag so that disposition is tracked easily.
Table 5.5: Red Tag Log
New Cell/ Area: Approved By:
Date:
Materials and records were then organized in such a way that the necessary items are
placed close to where they are needed and in such a way that any waste or abnornlality is
apparent. In this situation, the store personnel can quickly assess the condition of the
material and determine whether or not abnormal conditions exist.
The comparative analysis carried out after implementing the second S-Straighten is
shown in Table 5.6.
accessories
Table-5.6: Cornparison between existing and proposed STRAIGHTEN states
Existing
Fabric rolls manually transported consuming about 1 0 minutes.
Easy recognition accessories and frequently used items at hand 1
Racks and materials kept in sub store not used and the materials arranged haphazardly.
Unnecessary and infrequently used materials
I removed.
Proposed
Material handling equipment used which reduces the time taken to about 5 minutes.
Unused materials removed and disposed off.
Simple material handling equipments that are proposed to cany accessories and the fabric
rolls inside the stores are shown in Figure 5.4 and 5.5
-. Benefits
50% of total transportation time is saved with less human efbrl.
Figure-5.4: Container for accessories Figure-5.5: Container for fabric rolls
5.7.3 SHINE:
The stores department was full of dirt and materials were dumped everywhere. Regular cleaning should be a habit and stores pemnnel should consider i t as a fbrm of inspection. Irregularities or malfunctions can be easily noticed if the surrounding is clean. This was one of the objectives of this second S-Shine exercise.
The comparative Analysis taken up subsequent to implementing the sccond S-Shine is shown in Table 5.7.
Table 5.7: Comparison between existing and proposed SHINE states
I Existing State I Proposed State I Benefits I Racks not properly maintained. Evidence of rusting.
. - -. . ---
display of matena! flow and not seen properly. storage space boundaries.
5s corner (all cleaning agents and sweeping supplies) not provided.
5.7.4 STANDARDIZE:
Racks painted periodically and cleaned on a regular basis.
5 s checklist was designed and suggested to be frequently employed as a standard
avoided.
5s comer placed at the sub-store area.
practice. Table 5.8 shows the obvious advantages to be reaped.
Cleaning agcnt available readily at hand
Table-5.8: Comparison between existing and proposed STANDARDIZE states
Existing
I Hardly any Visual display i Use of visual communication. i Avoids c o n f u ~ n a n d h e l p s l
5 s activity not performed prior to commencement of every shift
1 used I Some suggested methods are: I higher concentration on the I
Proposed Benefits
5 s activity performed 15-30 minutes prior to commencement of every shiA on daily basis or weekly basis
I -Use of labels
Makes work easier without wastage of time and distraction during work.
-Colour coding
-Indication where things are to be put
work to be done.
-Directional arrowst marks
Slogans on 5S and Quality Standards absent.
-Performance indicators I I
Slogans on 5 s and Quality 1 Workers motivated to do Standards to be displayed. ( the job right the first time
suggested: I The following slogans are
-Do things Right the First time.
and also focus on the job.
/ -Our aim is Zero defects.
I -Plan the Work, Work the Plan.
-Self calibrate the inspection and measuring instruments
5.7.5 SUSTAIN:
New checklists for all the three stores were prepared. By considering the functions of the
stores, new audit sheets were also designed and multiple audit were conducted .The
schedule proposed to the stores department was to conduct monthly internal audit, find
non -conformities and take remedial measures.
Comparative Analysis after implementing the Fifth S-Sustain is shown in Table 5.9
Table: 5.9: Comparison between existing and proposed SUSTAIN states
I No audit sheets and I Internal auditing using audit I Audit sheets help in I
Present
No check list for the stores
Proposed
New checklist considering all materials designed
procedures
Hardly any employee
earlier viz., Fabric Store 1, Disposable itemsirecords Store 2 and Accessories Store 3
were indentified along with a leader and team for each area. These identified personnel
were trained for Five S deployment (with the help of standard audit check sheet templates
that are shown in Appendices -11 & 111).
Benefits
No redundancy increased accountability I*
involvement
With the help of identified team members, the as- is basis 5S basic audit of each
identified area was completed. As a result, the gaps were identified for basic '5s'
improvements. The team members were immediately advised to improve their respective
areas with systematic action plan and to show considerable improvement. The Area-wise
Consolidated Audit results conducted subsequently are shown in Table. 5.10. Major
observations and actions needed are listed in Table.5.11. The audit was conducted using
the Marking Criteria: 1= Very Bad, 2 = Bad, 3 = Average, 4 = Good, 5 = Very Good.
sheets
More employee involvement
continuous improvement. .-
Increased employee morale
As a part of the 'Five S' deployment in the stores department, the 3 sections mentioned
Table 5.10: Area-wise consolidated audit results
S1. No.
March 2010
I Basic 5s I Audit 1 second Audit I Audit Conducted
- April 2010
Area I
Score of / Score of First 1 Score of / Score of third
- Fabric Store 1
i teh~slrecords Store 2
I I I I
Audit conducted as is basis
30
Disposable
Store 3
I I I I
Table: 5.11: Audit observations
Conducted
75 -
Accessories
- -- -- SI. No. 1 Area I Observations
Conducted
1 I Fabric Store 1 I Very good Improvement observed.
30
Labeling on shelf and drawers to be improved / Further Classification of files and folden needed.
75 7 5
20
80
55 65 70
2
5.7.6 Strengthening of 'Five S' and Traceability of Documentation:
3
In view of the audit, special care was taken on housekeeping and traceability and retrieval
Disposable itemslrecords
Store 2
of files, folders, records, reports and control samples. The following targets were met for
Appreciable Improvement observed, Small Items such as Packing Label to be placed systematically
Accessories Store 3
retrieve-ability as shown in table 5.12. (The target times for retrieval at all the three stores
Improvement observed, Further improvement needed in classification and storage of records.
were set by the manager of the stores by considering past data and experiences). The
tightened target of five S (5s) for retrieval of items for all the 3 stores is designed as part
of the continuous improvement. (Appendix IV)
Table: 5.12: Aggregate Audit Results
S1 AreaKategory Retrieval no Time
1 3 ( Average retrieval time at Store 3 1 32 Seconds I Target Achieved I
5.7.7 Overall Improvement:
After 5s implementation in the garment Industry, the following results were obtained (as
per the 5s master scoring criteria) as indicated in table 5.13
Table-5.13: Improvement after 5S implementation
r - Sort / points / Description - 1
Straighten
Wine 1 Points / Description 1
5
/ 5 Cleaning tasks combined with dirt prevention m e t h o d s 7 1
5
Points
All tools & gauges and their exact locations identified. Supplies
and raw material areas clearly marked for part number and
quantity per location.
I I
Schedule I Points 1 Description 1
Un-needed items completely disposed off -----
Description
1 first three steps of 5s at the highest possible levels for the entire I I facility.
I I
Sustain I Points I Description 1 1 5
A disciplined system of control and maintenance in place to?
assure appropriate sorting, straightening and sweeping I
5.8 Conclusions
The primary aim of the 5 s implementation was to achieve improved safety, efficiency,
and employee morale in Alpha garment Industry. With the full co-operation of the
management and employees, the implementation was completed. By deciding what
should be kept, where it should be kept, and how it should be kept, 5 s eliminated
wasteful clutter and created ownership of processes among workers. The results of 5s
were both visually and economically impressive.
However, there are obstacles in the effective implementation of the 5s. The most note-
worthy barriers identified are related to communication gap between the top management
and shop floor employees and the lack of training and consciousness of this activity
amongst the staff,
The outcome of implementing the 5s house keeping procedures clearly demonstrates that
the 5s is as an effective technique that can improve housekeeping, environmental
performance and health and safety standards in an integrated holistic way. The rcsults
achieved in this factory stand proof to the potent benefits of 5s.
B) IMPLEMENTATION OF KANBAN SYSTEM
5.9 Introduction:
Many industries in India, including the garment industries, believe in holding huge
amount of inventories. Many of the garment manufacturers are practicing the 'push'
system of production. This results in high stocking in the stores, large work-in process
and large volumes of finished goods in the warehouse. Consequently, substantial amount
of capital is tied up, resulting in perennial financial pressures. [61]. According to Taiichi
Ohno, the person credited with developing Just-in-time concept (JIT), Kanban is one
means through which JIT is achieved. Kanban is not an inventory control system. Rather,
it is a scheduling system that pin points what to produce, when to produce it, and how
much to produce. The flow of parts throughout the product line is controlled by Kanban Cards
as proposed by [44]. Kanban system is known to tackle and solvc the situation of inventory
control too. [43] .Hence an attempt was made to introduce and implement the Kanban
system at Messrs Sun Garment Industry (located near Bangalore) where this assignment
was taken up. This research work was carried out with the objective of designing the
Kanban method for controlling the production and material flow in the above ~ndustlg .
5.10 Aim & Objective
To reduce the work-in process at all stages of the fabric flow through the implementation
of Kanban and the design of Kanban cards for production and withdrawal process. (A
typical example of the mass production of 'Formal Shirts' in the factory was chosen for
this exercise).
5.11 Analysis of the existing system
The fabric rolls move from the stores department and undergo various operations as
indicated in Figure 5.6
I , I Stoma
I I r
.J c.. - I Cutting , I
I ' . I F
. - .- ! 1
I Product line 1
8 .?
Assembly line 1 ~ 1
Inspection 1 1
PresslnQ end 1 Packaging '
I
-.i 1' - I
I Dispatch I
I
Figure 5.6: Process chart of the fabric flow
5.12 Data Collection
Product: Formal Shirt.
Lot size (Customer order): 2000 shirts.
From 1 fabric roll (dimensions 20 x 1.5 meters), 1 O shirts arc produced
200 fabric rolls are required for 2000 shirts.
Weight of each Fabric Roll: 3 Kg
Each of the departments shown in Fig.5.6 needs 5 days to complete the respective
individual step of the production for 2000 shirts.
Each department completes its operations for 2000 shirts and then sends the
material to the next department.
In the existing practice, the company (which follows the 'push' system) purchases raw
material (fabrics) as per the customer requirement meant for 2000 shirts i.e., 200 fabric
rolls and holds it in the stores. Then, the cutting department collects all the 200 fabric
rolls for cutting the main body of the fabric as well as all the other components of the
shirt such as the collar, pocket, left panel, right panel, back panel, cuff, button slrip and
sleeves. It takes nearly 5 days to cut all the components for 2000 shirts. These cut
portions are then given to the product line. Here, each component is processed for hrther
operations and it takes 5 days to complete. Next, assembly department collects all the
components and the assembly is completed in 5 days. Finally, the completed shirts are
sent for inspection. Inspection department takes on the job of inspecting all the 2000
shlrts for possible defects. Inspection takes another 5 days, and then the shirts are sent to
the pressing and packaging department for final packing and dispatching. Pressing and
packaging too consume around 5 days. As per the above work plan, it takes nearly
25days to complete production and dispatch 2000 shirts.
This method of push system mandates holding of huge amount of work-in process at
every stage of the material flow.
The inventory piled up at every stage is indicated in the Figure.5.7
Figure.5.7: Existing inventory pile up at every stage
ASSEMBLY
From the stores, 600 Kg of fabric (200 Rolls) is sent to the cutting department. Alter
cutting the fabric, 500 Kg of material is sent to product Line and the lefl over pieces (100
Kg) are scrapped.
In the assembly, the inventory becomes 510 Kg (after adding other bought out
components) and moves thereafter. The work-in process at every department is indicated
in Table.5.14
--+ ---*
INSPECTION
PACKAGING
Table.5.14: Work In process at every stage (Existing Practice)
The existing work-in process and the material flow were discussed in delail with thc
managers and supervisors of the garment industry. It was suggested lo implement the pull
system (in lieu of the push system) by designing new Kanban cards. The number of
Kanban cards required was calculated using the formula of the Toyota production system
(TPS), with necessary modifications needed for the garment industry.
Department
Stores
Cutting department
Product line
Assembly department
Inspection department
Packaging
5.13 Implementation of Kanban system
Work in process
200 fabric rolls X 3Kg=600 Kg
200 fabric rolls (20Ox3=60OKg) - - - --
500 Kg ofinventory after cutting shirt components from fabric rolls
5 10 Kg of inventory aRer processing in product line
5 10 Kg of inventory
550 Kg of inventory after packaging (including packing materials)
Product: Formal Shirt.
r Lot size (Customer order): 2000 shirts.
r From 1 fabric roll of dimensions 20 x 1.5 meters, 10 shirts are produced
r 200 fabric rolls are required for 2000 shirts.
a Weight of each Fabric Roll: 3 Kg
Number of Kanbans suggested: 2 per day (1 each for the morning session and
the afternoon session)
a Number of shirts covered by each Kanban: 200 shirts
5.14 Kanban calculation
As proposed by Toyota Production System [ I 101, the number of Kanban can be
calculated by using the following formula
RE= Replenishment Coverage
PR=Production Requirement
C RT = Total Replenishment Time =RTl +RT2+RT3+RT4+RT5
RT1 = Travel time from finished good super market to KANBAN post
RT2= Waiting time of the KANBAN and at the KANBAN post box
RT3=Travcling time from KANBAN post to the level board
RT4=waiting time in the level board (Heijunka)
RTS=production time
SNP= Standard Number of Parts (container size)
POT=Planned Occupied Time
LO= Lot Size Coverage
LS= Lot Size
WI- Withdrawal Peak Coverage
WA- Maximum Withdrawal by the customer within one Replenishment Time
TI=Time Coverage
SA=Safety Time Coverage
ST= Safety Time Window
PR x C R T Replenishment Coverage, RE =
SNP x POT
LS Lot Size Coverage, LO = -- - 1
SNP
WA - LS Withdrawal Peak Coverage, WI =
SNP
Titne Coverage, TI= I Tcustomer - Tsupplier I
PRxSTx60 Safety Time Coverage, SA=
POTxSNP
5.15 Data collection for Kanban cards
The following data was accumulated based on the in-puts from the manager and the
supervisors based on the lead time, customer delivery schedule and their past experience:
SNP=50
POT420 min
ST=06min
CRT=l SO rnin
RT 1 =5 rnin
RT2= 10 rnin
RT3=5 rnin
RT4= 10 rnin
RT5= 1 50 rnin
WA=SOunits
LS=SOunits
Tc=7hr
Ts=7hr
LS 50 2 . LO= ----I=--[ = 0 SNP 50
WA-LS-50-50 3. W[=--------=O SNP 50
Therefore, the number of Kanban cards required,
I K= 10 numbers I
It is clear that the proposed system of pull production will have to makc use of 10
Kanban cards to fulfill the customer requirement. Hence, five withdrawals and five
production order Kanban were designed.
INSPECTION PACKAGING
(POK 5)
Flow of i n v e ~ t ~ r y -I Flow of order K I I
Figure.S.8: Kanban flow
The proposed flow of the fabric using production order kanban and withdrawal kanban is
indicated in figure 5.8.
Figures.5.9 to 5.13 refers to Production order Kanban (POK) and Figures. 5.14 to 5.1 8
refer to withdrawal Kanban (WK).The colour of the kanban indicates that it belongs lo
specific department.
Figure: 5.9: Production order Kanhan - I
Figure: 5.10: Production order Kanban -2
Figure: 5.1 1 : Production order Kanhan -3
r
Prioducticm O d w Kanbn Sun garments
Production weer hnban Department
Figure: 5.1 2: Production order Kanban -4
3
, AssernbEy line secttun
Iroducr8osl Orct.lear Kzlnhn Sun @armmts
Figure 5.13: Production order Kanhan - 5
82
Product 1 " t r t Style no 1 % Containers 14
Total number of shirts produced 1 200
Produdan order kanbrn bcp&rtment
-. Prudua Styh no
C3-,
Number af Intppsctacs Type of insp@cticm cm$ainers Quanafties inspr?cteQ Nuinkr elf shims passed PJumkr'orP 521tm fa##)Qd