Graduation project, Shahi exports

8/12/2019 Graduation project, Shahi exports

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Increasing Efficiency of Small

Quantity Order (SQO)

By:

Praveen Kumar Prabhakar

Graduation Project

2009-13


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Acknowledgement

Success in any endeavor calls for cooperation and

guidance from all including seniors and environment.

I would like to extend our deepest gratitude to industry mentor

MR. KAMALJEET SINGH (Senior Manager, I.E Department),

MR. K. RAM MOHAN (Asst. Prof. Nift - College Mentor) for their

continuous and useful guidance which were the sources of

inspiration and without which this training have hardly seen

carried out successfully.

I would like to extends our thanks to all our faculty and friends

for supporting through out the way.

It was a great privilege to work as an internee at SHAHI

EXPORTS Pvt. Ltd. Faridabad.


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Company Profile

NAME Shahi Exports Pvt. Ltd.

ESTABLISHED 1974

OWNER Mrs. Sarla Ahuja

MANAGING DIRECTOR Mr. Harish Ahuja

CORPORATE OFFICE Industrial Plot-1, Sector 28 Faridabad,

Haryana

REGIONAL PROD. UNIT Industrial Plot-1, Sector 28 Faridabad,

Haryana

WORK FORCE Around 85,000

RETAIL HOUSE At Last & Co. , New York

CAPACITY Over 3.5 million high quality garments per

month

FABRIC PROCESSING Sarla Fabrics, Ghaziabad

ANNUAL TURNOVER 3000+ Crores


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Shahi Exports Pvt. Ltd., Faridabad

This manufacturing unit was

set up by Shahi group of

industries in 1974.

This plant is specialized for

producing kids and women'swear tops.

This plant was set up with an

idea to meat the demand of US

market and European market It has 50 lines with integrated

washing unit.


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Introduction

Production loss during building expertise iscommon but, in present scenario of frequentstyle change, small order size, complex

specification of garments has forced us torethink about our conventional approach thatwe follow in changing from one style to other(starting new style).

We need to be more efficient and specificabout learning period for specific style orclass of product.


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Need of the project

Need

FrequentStyle

Change

SmallOrder

Quantity

LabourProblem

To ImproveProductivity

Stiff

Competition

ComplexDesign


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Project Objectives

To achieve better efficiency specially SOQ

To reduce throughput time

Formation of targeted efficiency matrix a/qto order quantity and SAM.

Finding the bottle neck factor and

developing expertise in it.

To create a pro-active environment.


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Scope

ofProject

It can be used for specialization.

Data and information can be used for

other increasing productivity project.It can be used to identification criticaloperation and its solution.

It can be source of information for

need of training.

It can be used determining incentivesscheme.. etc.

Scope of Project


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Project Boundary

My project will deals with only Production Planning,Industrial Engineering, and Stitching Department.

Its assumed that other allied departments likecutting, sourcing, HR etc. are working with due co-ordination.

Project would be for any particularly for ShahiExports Pvt. Ltd. Main unit. however it can be alsoused for others with modification as needed.

It would purely based on information and ordersavailable at particular unit during my project.


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1 week

3 weeks

2 weeks

Review of result and follow

through and documentationImplementation

Departmental

Study

19th May 2014

1st May 2014

2 weeks

15thof April 2014

1stof April 2014

Study of existing

plans and blue prints

Project progress vs Time

Project Timeline


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Time and Action Calendar


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Project Methodology

ProjectMethodo

logy

Specialized lines for small order quantities

Right order to right line through right prod. Planning

Real Time information system

Developing experts for critical operations

Actual time study and line study for balancing of line

Developing experts for critical operations

Off standard time and work needs to be calculated.


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Resources Required.

Sponsorship and manpower.

Daily production reports.

Information about previous andconfirmed orders.

Skill Matrix.

Continuous Support and

Guidance.


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STUDY OF SAMPLE ORDERS

Study, Problem analysis and devising solutions.


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Report U334

Date Target

Quantity

Quantity

Produced

SAM

Available

SAM

Produced

Efficiency Over

Time hrs

20/02/13 453 0 19200 0 0 -

21/02/13 453 0 19200 0 0 -

22/02/13 453 0 19200 0 0 -

23/02/13 453 75 19920 2504 12.62 12

25/02/13 453 150 19800 5009 25.24 10

26/02/13 453 200 20400 6679 32.74 20

27/02/13 453 200 20400 6679 32.74 20

28/02/13 453 200 20520 6679 32.52 22

01/03/13 453 100 20400 3339 16.34 20

02/02/13 453 112 20400 3740 18.33 20

Summary 4530 1037 199540 34429 17.05 124


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Efficiency Curve U334


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Root Causes of Problems

RootCausesof

Problems

Conventional approach towards all order.

Longer line set-up.

Engineered Information.

Lack of efficiency target on basis of order size and difficulty.

Lack of co-ordination across departments.

Lack of R&D for smaller quantity.

Lack of proper production planning.

Lack of standard Quality parameters etc


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Quick Response Team

Team based approach

Smaller Orders and Salesman Sample

Quick Line Setting

Bottle neck operation instead of OT

Way Forward


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Formation Of quick ResponseTeam


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Quick Response Team

Identification of multi skilled operators.

Planning of style within 20 workstation.

Setting of line.Making Sub-Team of 4-5 members for diff.

parts of garment.

Setting of dedicated resources.


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Forming Quick Response Team

(QRT)

Selecting multiskilled

operators.

Preparation ofskill matrix of

team.

Making log ofmachinesrequired.

Selection ofsupervisor,

writer, helpers,QC etc.

Communicatingthe goal ofteam to allmembers.


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Planning Layout of Line

In this line sitting is face to

face

It has sub team of 4-5

operators for each parts. It has vacant machines in

between the line.

It should be having narrow

center table. It needs single over head

line


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Operation Planning

Operation breakdown needs to be made.

Combining of similar machine operation.

Increasing workstation cycle uniform.Making cycle time of each sub group

uniform.

Targeting on final out put rather thanindividual.


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Quick Response Team at Work

Smaller Line Set-up

Better control

Team Based Approach

Face to Face Sitting

Spare Machines


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Quick Response Team at Work

Better involvement of supervisor,line writer, line in charge etc.

Motivates Team

Lesser WIP

More accountability


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Advantages of QRT

Easy visibility of bottleneck operations.

Lesser through put time.

Face to face sitting arrangement.

Better control and involvement of supervisor and line writer.

Easy to maintain hourly production report.

Lesser space required.

Less number of helpers required.

Better material movement.

Healthy competitive environment and improved relation ship.


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Problems

Supervisor don't take pride in smaller line.

Efficiency report doesn't take consideration of

helpers and other extra operators.

Lack of dedicated infrastructure like proper,center table etc.

Lack of proper skill matrix.

Fluctuation in per day output of line.


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Outcomes


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Pilot run Quick Response Team

Order Quantity: 2400

Sam: 14.99 min.

Loading Line: 23

Manpower:

Operator:20

Helper: 4

Checker: 2Avg. Eff.: 34.4%


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Second Pilot Run on Line 7

Sam: 14.67 Min

Average efficiency:59%

Man Power:

Operator: 42

Helper: 10

Checker: 4

Supervisor:1

QE- 1


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Day1

Day2

Day3

Day4

Day5

Day6

Day7

Day8

Day9

Loss 77 55.9 36.6 28.4 25.6 35.3 40.3 41 38.6

Efficiency 23 44.1 63.4 71.6 74.4 64.6 59.7 59 61.3

0%

10%20%

30%

40%

50%

60%

70%80%

90%

100%

Efficiency

Line 7

Comparison

Sam: 14.99Order Quantity: 3200

Avg. Eff.: 29.7%

Day1

Day2

Day3

Day4

Day5

Day6

Day7

Day8

Day9

Loss 85.8 84.7 82.1 80.1 66.5 65.3 57.4 51.4 55.8

Efficiency 14.2 15.3 13.9 19.9 33.5 34.7 42.6 49.6 44.1

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Efficiency

Line 10

Sam: 14.67 MinOrder Quantity: 2800

Avg. Eff.: 59.1%


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Pre Vs. Post Efficiency


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Conclusion

Productivity loss at time of change over is

among the biggest loss on production floor of

Garment Manufacturing Unit specially when

order quantity is small and complexity level isrelatively high.

However it can be reduced to a great extent

with dedicated lines, a team based approach,

real time information, proper R&D and properPre-production planning etc.


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Bibliography

en.wikipedia.org/wiki/Lean_manufacturi

ng

en.wikipedia.org/wiki/Toyota_Productio

n_System

www.shahi.co.in/home.htm

www.stitchworld.net

www.apparelresources.com


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Thank You!!!

Documents

Graduation project, Shahi exports