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Original Article | Open Access | Aust. J. Eng. Innov. Technol., 2023; 5(1), 26-34 | doi: 10.34104/ajeit.023.026034

Implementation of Kaizen on a Basic Shorts Manufacturing to Reduce Cost and Accelerate Productivity

Shadman Quamar Mahir* Mail Img ,
Rawnak Ahmed Diraj Mail Img ,
Md. Rubel Hossain Mail Img ,
Md. Mahmudul Hasan Mail Img ,
Ashikur Rahman Mail Img ,
Md. Sabbir Sarker Shetu Mail Img ,
Md. Rezaul Karim Mail Img ,
Md. Zabbar Hossain Mail Img

Abstract

The economy of Bangladesh is growing rapidly with the power of the Ready Made Garments industry which remains the highest exporting sector of the nation from the very beginning. With time being RMG sector has been facing many challenges and increasing production costs is always a bigger concern. Bangladesh is facing a higher production cost of manufacturing any garment compare to its previous ten years while the offering cost from the buyer remains approximately the same. Considering the challenges this sector is more focused on reducing production costs to maximize the profit margin. This paper aims to demonstrate comparative changes in terms of Cycle time, Standard Minute Value (SMV), Capacity, Hourly target, Manpower, and salary by implementing the Kaizen process on a basic shorts manufacturing process. Improving and implementing kaizen, work-study, and motion study in three separate processes of shorts result in a huge saving for the industry. Comparison of data is done by evaluating the process breakdown of the products considering before and after kaizen implementation. This comparison considers basic shorts manufacturing in a floor results in 4 minutes, 10 operators, and $11,520 yearly savings also ensures the increase in capacity, efficiency, and hourly target. So this paper can lead to a better output showing the guidelines for the manufacturers and also the expertise as well. 

INTRODUCTION

Before the independence of Bangladesh, no major in-dustries were developed and rebuilding the country with limited resources appeared to be the biggest challenge after the liberation. The nation has success-fully developed a strong economy, which majorly dep-ends on the Ready Made Garment sector as a key player since 1978 (Nabi et al., 2015). The industry has been making a crucial contribution to rebuild the country and the sector accounts for more than 83% of total export earnings (Hosen et al., 2020). 

The sector creates millions of employment oppor-tunities and contributions significantly to the GDP of the nation (Niknazar et al., 2009). Ready Made Gar-ments in Bangladesh is powered by young, energetic workers most of whom are women. Bangladesh is countries where labor is available at low wages and many reputed buyers come to this country for lower labor cost with a high-quality product (Quddus et al., 2014). Though the RMG sector of Bangladesh has achieved the second position for the highest number of garment exports in the world market still has been facing a huge number of challenges. The RMG sector continues to lack adequate support for backward link-age industries resulting in importing raw materials from external sources. The vast majority of export money is spent on these important accessories and raw materials which is undermining the confidence of exp-orters and manufacturers as well. Now a day the cost of raw materials, labor, utility costs and so on is incre-asing for time being. However, the products price did not increase in comparison and so we must have to focus on lowering manufacturing costs to sustain our-selves in the world market. There is a very close con-nection between product and production cost as every minute counts and it is very important in the produc-tion section. Improvement in productivity and reduc-tion lead time becomes necessary and here comes the importance of the best utilization of modern techniques like Kaizen, Time study and Motion study in the gar-ment industry (Alam et al., 2018). Kaizen means is a Japanese word that means continuous improvement (Otsuka et al., 2022). Continuous improvement is one of the core strategies for excellence in production and is considered a vital role in todays competitive envi-ronment. The textile and Ready Made Garments in-dustry is witnessing the introduction of Kaizen which will alter the future of the sector as a very large of small improvements are found more effective in pro-duction (Abdolshah et al., 2006). 

Furthermore, there are several functions in the Ready Made Garment industry, but the sewing section is one of the most important and valuable ones where the implementation and modifications are widely ensured by using both technology and modern tools (Mohi-bullah et al., 2019). So this paper focuses on implant-ting Kaizen, time and motion study on the sewing section to reduce the processes, SMV, Lead Time, and Manpower and also to ameliorate Profit, Production Capacity, and Daily Target at the same time. 

METHODOLOGY

This is a comparative analysis of a basic shorts manu-facturing process on the sewing section. The com-parison was done by evaluating the primary and secon-dary data of a sewing floor of shorts. First of all data collection was done by running the production process of shorts process breakdown including the cycle time, SMV, manpower, capacity, hourly target and salary. Following the collection of data, this paper considered the possible ways to reduce the SMV and increase the target, capacity by eliminating any unnecessary pro-cesses. From the continuous analysis of kaizen and motion study the idea of improving three processes of shorts are found separately. Improvement of the pro-cesses is focused on J stitch decoration, Pocket attach-ment and Tack waistband with the body of shorts. After completing these improvements primary data collection is done again including the cycle time for each process and then the calculation of average cycle time, SMV, manpower and salary are ensured at the same time. By using the proper formula from collected data further calculations of capacity and target are found chronologically.

Calculation of SMV, target, capacity and manpo-wer using the conventional process for basic shorts

The following Table 1 shows the process breakdown, SMV, Target, Capacity and Manpower required for making basic Shorts using the conventional process in the sewing section.

Table 1: Process breakdown, SMV, Target Capacity and Manpower for shorts.

From the conventional sewing process data this report found that Shorts took approximately 12.17 minutes and 40 workers to complete sewing. It was not a small figure at all in this competitive market. While con-cerning various issues like limited lead time, higher production cost, lower productivity etc. It is always important to reduce production time, reduce helper and reduce thread consumption for efficacious production and profit. This paper focuses on the marked processes on the process breakdown chart and ensures impro-vement in manufacturing.

Comparison of processes: Using both conventional and Kaizen processes

The process of making basic shorts was compared using both conventional and kaizen processes. Those processes were Mark for J stitch decoration, Front part J stitch decoration, Attach pocket, Tack waist band with body and false tack remove. For comparing the data of conventional and kaizen processes, they are demonstrated chronologically.

Mark for J stitch decoration and Front part J stitch decoration

The comparison was done based on a “Five lines” sew-ing floor. For this comparison, the conventional pro-cess and kaizen process of Front part J stitch deco-ration including, its required Process breakdown SMV, Target, Capacity and Manpower are shown together. 

The conventional process of Mark for J stitch de-coration and Front part J stitch decoration

From the data for completing Mark for J stitch decora-tion per shorts in the conventional process, this process consumed 0.30 minutes and 1 worker. The calculation was prepared for only 1 line.

Table 2: Conventional process of Mark for J stitch decoration and Front part J stitch decoration.

For five lines per floor calculation, this required 0.30× 5=1.5 minutes, capacity 200×5=1000 pieces, Target 140×5=700 pieces and 1×5=5 workers. If a workers monthly salary in Bangladesh is $96, then $96x5 = $480 per month from 5 lines on 1 floor. And from the data for completing the Front part J stitch decoration per shorts in the conventional process consumed 0.25 minutes and 1 worker. The calculation is prepared for only 1 line. For five lines per floor calculation, this required 0.25×5= 1.25 minutes, Target 168×5=840, Capacity 240×5= 1200 pieces and 1×5=5 workers. If a workers monthly salary in Bangladesh is $96, then $96x5 = $480 per month from 5 lines on 1 floor. 

The proposed process of Front part J stitch de-coration 

Table 3: Kaizen process of Mark for J stitch decoration and Front part J stitch decoration.

From the data for completing the Front part J stitch decoration per shorts in the proposed kaizen process required less time and removing 1 helper than the con-ventional process. The process consumed 0.20 minutes and also removes 1 worker. This calculation is only for 1 line. For five lines or per floor calculation this requi-red 0.20×5=1 minutes, target increase 210×5=1050, capacity 277×5=1385pcs and 1×5=5 workers. If a workers monthly salary in Bangladesh is $96, then $96 x 5 = $480 per month from 5 lines on 1 floor.

Statistical difference between conventional and kai-zen process for Front part J stitch decoration

Selecting the kaizen process of Front part J stitch deco-ration instead of conventional can minimize a consid-erable figure. It saved a total of 1.75 minutes; Target increased to 210 pieces, 5 workers, saved $480 mon-thly wages and increased Capacity by 185 pieces. This calculation is only for 1 floor containing 5 lines.

Pocket Attachment

The comparison was done based on a ‘five lines sew-ing floor. First of all, the conventional process of the Pocket Attachment is shown. This is basic double-pocket shorts which finally demonstrate the kaizen process, leading to show the comparison. 

The conventional process of Pocket Attachment

Table 4: The conventional process of pocket attachment.

From the data for completing Pocket Attachment per shorts in the conventional process, it required seven processes. This process required 0.60 minutes and 2 workers. This calculation was for only 1 line. For five lines or per floor calculation, this will be required 0.60×5=3 minutes, Capacity 100×5=500 pcs, Target 70×5=350 and 2×5=10 workers.

The proposed process of Pocket attachment

Table 5: kaizen process of Pocket Attachment.

From the data of completing Pocket Attachment per shorts in the kaizen process, it required seven proce-sses. These processes required 0.50 minutes and 2 workers. This calculation was for only 1 line. For five lines per floor calculation this required 0.50×5= 2.5 minutes, Capacity 120×5=600 pieces, Target 84×5=420 and 2×5=10 workers.

Statistical difference between conventional and kai-zen processes for pocket attachment

Selecting the kaizen process of Pocket Attachment instead of the conventional can minimize a consider-able figure. It saved a total of 0.5 minutes, increasing the Target to 70 pieces and the Capacity increases to 100 pieces. This calculation is considered only for 1 floor containing 5 lines.

Tack elastic with body and false tack remove

The comparison was done based on a ‘five lines sewing floor. First of all, the conventional process of the Tack elastic with body and false tack remove is shown. Then finally demonstrating the kaizen process leads the report to show the comparison.

The conventional process of Tack elastic with body and false tack remove

Table 6: Conventional process of Tack elastic with body and false tack remove.

From the data for completing Tack elastic with body per shorts in the conventional process, it required nine processes.  This  process  required  0.40  minutes and 1 worker. This calculation is for only 1 line. For five lines per floor calculation, this required 0.40×5= 2 minutes, Capacity 150×5=750 pcs, Target 105×5=525 and 1×5=5 workers. If a workers monthly salary in Bangladesh is $96, then $96 x 5 = $480 per month from 5 lines on 1 floor. And from the data for comple-ting false tack remove shorts in the conventional process this required 0.25 minutes and 1 worker. This calculation was for only 1 line. For five lines per floor, this required 0.25×5=1.25 minutes, Capacity 240×5= 1200 pcs, Target 168×5=840 and 1×5=5 workers. If a workers monthly salary in Bangladesh is $96, then $96 x 5 = $480 per month from 5 lines on 1 floor.

The proposed process of tack elastic with body and false tack remove

Table 7: Kaizen process of Tack elastic with body and false tack remove.

From the data for completing Tack elastic with body per shorts in the kaizen process, it required nine pro-cesses. This process required 0.25 minutes and 1 worker. This calculation was for only 1 line. For five lines or per floor calculation this required 0.25×5=1.25 minutes, capacity 240×5=1200 pcs, target 168×5=840 and 1×5 =5 workers. If a workers monthly salary in Bangladesh is $96, then $96 x 5 = $480 per month from 5 lines on 1 floor.

Statistical difference between conventional and kai-zen process for Tack elastic with body and False tack remove

Selecting the kaizen process of Tack elastic with body instead of conventional can minimize a considerable figure. It saved 1.75 minutes for the tack waistband with body, increasing the Target by 315 pcs and incre-asing capacity by 450 pieces for the Tack waistband with the body. And also proposed method saves 5 workers and $480 monthly. This calculation is only for 1 floor containing 5 lines.

RESULTS AND DISCUSSION

From this paper, a reader can get a clear idea about the implementation of the kaizen process with its financial benefits. It has separately demonstrated a substantial amount of resource-saving in the Mark for J stitch decoration, Front part J stitch decoration, Attach pocket, Tack waist band with body and False tack re-moval by implementing the kaizen process chronologi-cally. The output of the machines was added to this study as well. Finally, it can be stated that from the Mark for J stitch decoration and Front part J stitch decoration total increasing capacity for 5 lines is 185 pieces and removing 5 extra workers and also re-moving the process of Mark for J stitch decoration. 

Not only the workers but also the industry can save SMV up to 1.75 minutes and increase the Target to 210 pieces per short for that specific process. It also helps to increase productivity by optimum utilization of resources. Chronologically from Attach pocket, the total savings for SMV is 0.5 minutes, increasing Capa-city to 100 pieces and the target for this process is 70 pieces. From Tack elastic with body and False tack removal, it saved a total of 1.75 minutes, for Tack waist band with body increasing the Target to 315 Pieces, increasing Capacity to 450 Pieces and re-moving the process of False tack removal, also re-moved 5 workers. So, this is a considerable save collectively for all categories and is estimated for one floor of five lines. If we assume that a workers salary in Bangladesh is $96, then the implementation of Kaizen can save $96 x 10 = $960 per month from 5 lines on 1 floor. And if we consider it yearly, we can save $960×12=$11,520. So, from the report result is very clear that the industry will be benefited finan-cially with an abridged lead time forthe kaizen process instead of the conventional.

Fig. 1: Graphical difference of SMV for shorts manufacturing.

Fig. 2: Graphical difference of Target for shorts manufacturing.

Fig. 3: Graphical difference of Capacity for shorts manufacturing.

Fig. 4: Graphical difference of Workers for shorts manufacturing.

Fig. 5: Graphical difference in Salary for shorts manufacturing.

Total Time and Production Save for Shorts Manufacturing

Table 8: After implementation of kaizen, Total statistical saves for shorts manufacturing.

CONCLUSION

According to the paper, employing kaizen processes in the sewing area rather than traditional processes results in significant cost savings for the company. The de-crease in SMV makes it immediately possible to boost productivity and the reduction of personnel also makes it possible to raise profit. Every time an organization introduces a continuous improvement strategy, the out-comes are very widely seen. So by implementing the kaizen process time saving from a basic short for Front part J stitch decoration, Pocket attachment and Tack waistband with the body is possible with increased productivity. This may be considered a further vali-dation of different garment manufacturing though it is a matter of great concern that most of the industries in Bangladesh are not conscious and even they dont know the techniques for implementing Kaizen and its benefits. Bangladeshi garment industries have low-cost labor, but they could not make the highest profit be-cause of not implementing new techniques such as lean, kaizen and 5S. Some apparel industries using these techniques are in the leading position. In a mo-dern competitive market implementation of Kaizen or continuous improvement is widely required and can result in huge industrial savings.

ACKNOWLEDGEMENT

Special thanks should be given to the authorities of the Garments factories for helping to get the primary and secondary data. At the same time for the continuous support to try the experiments in both Kaizen and motion study.

CONFLICTS OF INTEREST

The author affirms that there is no conflict of interest in the articles publication.

Article References:

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Article Info:

Academic Editor

Dr. Wiyanti Fransisca Simanullang, Assistant Professor, Department of Chemical Engineering, Universitas Katolik Widya Mandala Surabaya, East Java, Indonesia.

Received

January 1, 2023

Accepted

February 13, 2023

Published

February 20, 2023

Article DOI: 10.34104/ajeit.023.026034

Corresponding author

Shadman Quamar Mahir*

Department of Textile Engineering, Khwaja Yunus Ali University, Sirajganj-6751, Bangladesh. 

Cite this article

Mahir SQ, Diraj RA, Hossain MR, Hasan MM, Rahman S, Shetu MSS, Karim MR, and Hossain MZ. (2023). Implementation of kaizen on a basic shorts manufacturing to reduce cost and accelerate productivity. Aust. J. Eng. Innov. Technol., 5(1), 26-34. https://doi.org/10.34104/ajeit.023.026034 

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