DEEPNING SPECIALISATION

LEAN MANAGEMENT

APPLICATION OF 5S IN APPAREL INDUSTRY

Submitted by : Anjali Yadav

Km Muskan
Sarika singh
ACKNOWLEDGMENT

The success and final outcome of this assignment required a

lot of guidance and assistance from many people and we are
extremely fortunate to have got this all along the completion
of our assignment work. Whatever we have done is only due
to such guidance and assistance and we would not forget to
thank them. We respect and thank Dr. Rajani Jain who gave
us the golden opportunity to do this wonderful project on the
topic “Lean Management” and understand the topics in a
much deeper way with the help of multiple case studies and
for providing all the support and guidance and. This helped
us in doing a lot of research and came to know about so many
innovative and futuristic things to come by. We are extremely
grateful to her for providing such a nice support and
guidance. Last but not least, we would like to express our
gratitude towards our friends and respondents for support
and willingness to spend some time with us.
 i n d E X
About Lean Management 01

Benefits of Lean Management 02

Different Lean Management Tools 04

The 5S Methodology 05

Sample Case Study 08

Learning Outcome 17

References 18
What is Lean Management?
Lean management is a method of managing and organizing
work with the goal of increasing a company's performance,
particularly the quality and profitability of its production
processes. The Toyota Production System served as inspiration

Lean management aids process optimization by minimizing

non-value-added activities (unnecessary operations or
transportation, waiting, overproduction, and so on), as well as
poor-quality costs and problems This method is primarily
reliant on a management plan that allows people to work in the
best conditions available. Finally, the strategy aims to achieve
two primary goals: full customer pleasure and employee success.

Lean manufacturing defines waste as anything that does not

bring value to the customer in order to reach this goal. This can
be a process, activity, product, or service; anything that needs a
time, money, or skill investment but does not provide value to
the client is waste. According to the Lean definition, idle time,
unused talent, excess inventory, and inefficient procedures are
all waste.

Lean management is currently a widely used concept in a

variety of industries. It is, nevertheless, a descendant of the
Toyota Production System, which was founded roughly 70
years ago

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The Birth of Lean
In the late 1940s, Toyota created the foundations of Lean
manufacturing with the goal of eliminating operations
that did not add value to the final product. They were
able to achieve considerable gains in productivity,
efficiency, cycle time, and cost-efficiency by doing so.
Lean thinking has expanded across many sectors as a
result of this significant influence, and has grown into
five core Lean management principles, as defined by the
Lean Management Institute. Indeed, in his 1988 essay
"Triumph of the Lean Production System," John Krafcik
(now CEO of Google's self-driving vehicle project
Waymo) coined the word "Lean."

Benefits of Lean
Management
The Lean principles' rising popularity stems from the fact
that they focus on improving every area of a work process
while including all levels of a company's hierarchy. There
are a few significant benefits that managers may take
advantage of.

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Using the Lean method, you will be able to reduce waste
operations. As a consequence, your workers will be more
focused on value-adding tasks.

Improving efficiency and productivity. Employees will be

more productive and efficient if they are focused on
producing value rather than being distracted by confusing
duties.

Smarter procedure (pull system). You'll be able to deliver

work only if there's a need for it if you set up a pull
mechanism. This sets the stage for the following one.

More efficient utilization of resources. When you base

your production on actual demand, you'll only be able to
use as many resources as you need As a result, your
business (team) will be far more adaptable and able to
respond to customer needs much more quickly. Finally,
Lean management concepts will enable you to establish a
reliable production system (Lean system) with a greater
likelihood of increasing overall performance.

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Different Lean Management
Tools
Lean tools are frequently defined as learning and
experimentation tools. Employees take ownership of these
tools and collaborate to enhance them as part of a continuous
improvement approach. A wide range of tools are available,
including:

KAIZEN: Kazien focuses on reducing waste, or ‘muda’ and

removing work processes that are too difficult and
problematic-‘muri’. As a lean business tool, Kaizen put
emphasis on success occurring only when the entire employee
look for areas to enhance and giving suggestions depended on
their observation and experiences.

The 5S quality tool is derived from 5 Japanese terms beginning

with the letter ‘s’. This is used to create a workplace suited for
visual control and lean production. •Sort: Eliminate whatever
is not needed.

•Set in order: organize whatever remains by neatly arranging

. •Shine: clean the workplace

•Standardize: schedule regular cleaning

•Sustain: make 5S’s a way of life.

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KANBAN: As part of Just In Time (JIT) and Lean
manufacturing, this is a visual technique for regulating
production. As partof a pull system, it controls what is made,
in what quantity and when. Its purpose is to ensure that it
only produces what the customer asked for and nothing more
or less.

PDCA: The PDCA (Plan- Do- Check- Act) cycle is a model

for bringing out change. It is an very important part of thelean
manufacturing philosophy and key step for continuous
improvement of people and process

The 5S Methodology
5S methodology is one of the fundamental tools to intensify
continuous improvement process in organizations and
represents a transformation in 5 steps of a job, which is
characterized by maximum efficiency at the micro level and
minimum loss. Any company that applies the 5S methodology
will have reduction of different types of waste, efficient
workflow due to lesser machine breakdowns, reduced
inventory, effective problem visualization, lower defect rates,
visible and swift results in an efficient way. Although many
articles stated the significant impact of implementing lean
manufacturing in worker environment, non-quantifiable
results were reported.

05
This practice is based on the saying “A place for everything,
and everything in its place.” By putting everything in its
rightful place where it belongs and keeping the surrounding
clean, it makes easier for employees to do their job at a faster
pace while minimizing risk of injury. A messy, cluttered,
difficult to navigate space can lead to mistakes, slowdowns in
production, and even accidents, all of which interrupt
operations and negatively impact a company. The term 5S
comes from five Japanese words:

Seiri (Sort) Selecting and categorizing workplace items

into two primary categories, essential and nonessential, in
order to eliminate unneeded or seldom used elements that
collect and cause chaos. Hirano recommended sorting tools
and materials into particular categories based on their
relevance or usage, as eliminating items that aren't needed
expands the workspace. As a result, rather of needing to
invest in a larger workspace, money and space are saved.

Seiton (Set in order). Making room for each thing

previously classed as "essential" so that it may be easily
accessed is referred to as "straightening." To maintain
order in the workplace, "important" objects are labelled,
categorized, and put according to their frequency of use,
allowing operators to easily identify, utilize, and return
them to their correct location.

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 Seiso (Shine). The third "S" aims to establish the optimum
working environment (including machines, tools, floors,
and walls) in order to keep the workstation in perfect
operating order. Designing and implementing effective
techniques that must be integrated into the operators'
regular maintenance responsibilities is one component of
"Seiso." It's essential to note, however, that the third "S"
also looks for ways to prevent a filthy and disorganized
workplace.

Seiketsu (Standardize). Standardization entails using basic

criteria that are apparent to all operators to distinguish
between normal and abnormal situations. To do this,
operators must be able to distinguish between acceptable
and wrong actions using visible controls (signs) that are
clear and easy to comprehend. As a result, everything
should be properly labelled and identifiable.

Shitsuke (Sustain). To ensure the methodology's

effectiveness, the director must commit to encouraging the
behaviors that each S requires. Regular audits to disclose
the status of each S are one of the most important aspects
in achieving and maintaining a successful implementation
of the approach. The audits should be centered on
verifying that the stated processes and timetables are
followed. encourage future changes.

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Sample Case Study
Impact of 5S on productivity, quality, organizational climate
and industrial safety in Caucho Metal Ltda

Redalyc.Impact of 5S on productivity, quality, organizational

climate and industrial safety in Caucho Metal Ltda.

SUMMARY
Conventionally operated garment industries are facing
troubles. The problems inherent include longer production
lead time, high rework, poor line balancing, be short of
standardized work process and performance measurement
system for the employee, high work-in-process, short
production capacity, high labor (worker) absenteeism, high
rework, high fabric misuse and deprived resource overheads
are among others. The purpose of this research is to analyse
whether the 5S technique can be used to enhance
manufacturing enterprises by conducting a case study in a
small company in Bogotá. The findings indicate that there is a
positive relationship between the study factors and the
implementation of the 5S methodology, as evidenced by an
increase in productivity and quality, as well as an
improvement in the organisational climate and a reduction in
the risks identified in the workshop, as measured by
performance measures.

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Keywords : 5S methodology, productivity, organizational
climate, industrial safety, quality

INTRODUCTION
For its contribution to the improvement of processes focused
on productivity and quality, safety and work environment, with
quick results and low implementation costs, the 5S methodology
is regarded as one of the performing operational practises that
shows the best results in studies of world class manufacturing.
Despite the fact that the technique is generally recognised in the
industrial sector,

There is little evidence of its application since firms are hesitant

to apply this type of methodology in a formal
fashion.Colombian businesses, in particular, have not given
enough attention to continuous improvement procedures. As a
result, the 5S approach is an underutilised tool in Colombian
small and medium-sized businesses. The industry chosen for this
study is based in Bogotá, Colombia, and is in the metal
mechanical industry. This business manufactures metal and
rubber parts for the automobile sector. The company is now
operating in a filthy and chaotic atmosphere. This poses many
safety issues for their personnel and impedes product
monitoring both within and outside of the manufacturing
process. Furthermore, the firm lacks control over the final
product, work in progress, reworks, and scrap, making it
impossible to determine the true level of productivity and
quality.

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Launching the Program
The 5S team launched the programme at the company's
premises, and all employees were there. Workers discovered
the information via a presentation. The goal of each S, as well
as the possible benefits as a result of their implementation
and paradigms that have to be abandoned in order for the
implementation to be effective. Some images were shown at
the end of the lecture in order to explain the changes that
could be accomplished.

Seiri-Classification
A red tag was used to detect and eliminate non-essential
components for the first S. Red tags were created to be
simply legible, be used, and to convey all necessary
information for each object. The space was modified to
temporarily store the marked components. The first S was
implemented by designating each item as either essential or
non-essential in order to identify those objects that did not
belong in the area or whose usage was nsignificant.
Nonessential goods were then relocated to the temporary
storage space. Consequently, 16 non-essential components
were identified and labelled. (Three pieces were scrapped,
four were moved to other departments within the industry,
five were sold as scrap metal, and three were reorganised
inside the workshop.)

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Seiton (Sort)
Employees were trained on the sorting procedure once the first
S was implemented. Because each element required a distinct
location and storage technique, it was necessary to split the
previously categorised objects into tools, work in progress,
templates, samples, and machinery supplements in order to
conduct the categorization. Then, based on the frequency of
usage, three categorization criteria were established: (1)
frequently, (2) occasionally, and (3) rarely used goods. In this
stage, visual control was mostly employed to identify objects.
Shadow profiles on tool boards were used to group frequently
used tools. Rarely used tools, on the other hand, were stored in a
toolbox strategically placed in the workplace. Finally, equipment
supplements were sorted and placed on a shelf by reference so
that each supplement could be easily identified by the operator.

Seiso (Sweep)
Cleaning and inspection days were set aside for the workplace.
At the end of each day, the operators cleaned their work space
and all used objects in five-minute sessions. During the monthly
sessions, an operator thoroughly cleaned each machine, the
shelves, and the floor to look for anomalies. Operators also
utilised a checklist to assess the monthly cleaning session and
offer improvement strategies to address any previously
discovered issues.

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Seiketsu (Standardize)
Visual control was utilised to achieve standardisation once
the previous three S's were introduced. Painting, labelling,
and delegating responsibilities were all part of this process.
To promote commitment to workplace cleanliness, each
worker was allocated to care after certain machinery and
workshop items.

Shitsuke (Discipline)
This final stage assesses the extent of employee and manager
participation in the 5S implementation. A discussion with
managers and operators was held to showcase the
implementation's results using comparison pictures (Figure
1). Visual aids were put throughout the workplace to offer
direction to operators about the need of maintaining order
and cleanliness in order to foster excellent work habits and
sustain what had been accomplished thus far. Finally, audit
dates were created to track and assess the methodology's
development in terms of compliance with the standards
specified in the former S.

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RESULTS
Following results were achieved in different areas like
productivity, quality, industrial safety, organizational climate
during the course of 12 weeks. These were calculated using
appropriate formulae and compared to the data before the
implementation.

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• Partial productivity indicators [see equations (1), (2), (3), and
(4)] conform to the objectives of the project and their variables
do not depend on seasonal factors like sales, they were
employed to quantify productivity in the workshop. In
addition, partial productivity indicators are the best way to
demonstrate the manufacturing industry's performance and
provide feedback in a short period of time.

Human Productivity = Products Produced / Working Hours (1)

Energy Productivity = Products Produced / Machine Hours (2)

Capital Productivity = Products Produced / Capital Input (3)

Total Factor Productivity= Net Production / Input *

(Labor+Capital) (4)

The partial productivity factors of human productivity, energy

(facilities), capital and total factor productivity had a positive
effect. Their performance improved by 39, 76%; 30, 93%; 30, 39%
and 28, 57% respectively.

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Quality : Non-monetary measures (equations (5), (6), and (7))
were employed to assess the quality of the procedures carried
out in the workshop since they are more objective, simple to
quantify and comprehend, with an emphasis on the physical
process, and hence assist in the identification of regions when
there is room for improvement. Percentage of wasted material
= Total of damaged pieces per month Total of processed pieces
per month×100

Percentage of reprocessed pieces = Total of reprocessed pieces

per month/ Total of processed pieces per month ×100 (6)
Percentage of reflected ironworks = Total of returned
ironworks to the workshop per month Total of processed
ironworks per month ×100 (7)

Rework and waste issues were notably diminished during the

months controlled by the performance indices used. The rates
of reworked pieces, wasted pieces and ironwork rejected were
reduced by 62.93%, 82.94% and 71.42% respectively.

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• The workshop's organisational climate improved in the
following areas: environmental conditions (48.6%),
communication (26.6%), structure (53.9%), motivation (29.5%),
cooperation (30.9%), sense of belonging (36.1%), labour
relations (19.8%), and leadership (24.35%). The structure aspect
was encouraged not only by the 5S Methodology, but also by
the job analysis and process and procedures manual.

• In terms of workshop industrial safety, 85.7 percent of the

risk sources that previously had an unacceptable risk threshold
presently have one. The workshop's operators are now aware
of the necessity of personal protective equipment and how to
properly utilise it.

• In the short term, it was shown that the value of all of the
parameters assessed improved, supporting the studies globally
which explains the benefits of the 5S approach on quality,
productivity, and industrial safety and any company's
organisational climate.

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Learning Outcome
We learnt that 5S methodology is a strategy to improve
performance in decision making and organizational growth.

• It not only produces positive results in productivity (the

amount of goods or services produced and the amount of
resources used to produce them) and quality (the efficiency in
production or simply the quality increased by reducing
rework) but also in industrial safety and organizational
environment.

• Through 5S the number of work-related accidents can be

reduced as regular cleaning and checking of tools, machines
and equipment is done. Training given during the
implementation also helps operator understand proper use of
machinery.

• We learnt how successful implementation of 5S can help

people view their workspace as a healthy, safe and
comfortable. It helps improve the communication between
different hierarchal levels of management which allows easier
flow of ideas and information. It builds a sense of belonging,
teamwork and betters labour relationships.

• Also, that it is important to brief employees on the aim and

benefits of the methodology before implementation.
Demonstration through pictures help.

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References:
Application of Lean Manufacturing to Higher Productivity
in the Apparel Industry in Bangladesh, by Md. Mazedul
Islam, Adnan Maroof Khan, Md. Monirul Islam

Implementation of Lean Tools In Apparel Industry To

Improve Productivity & Quality”, Current Trends in
Fashion Technology and Textile Engineering, ISSN:2577-
2929 Vol. 4 No. 4. By, MOTHILAL B. & PRAKASH C.

Prospect of implementation of lean manufacturing for

apparel Industries in Bangladesh. American Journal of
Engineering Research (AJER). By, AfsanaHaque, Talha
Jubair, Kamruzzaman Khan, Sharjah Mohammad Saif.

https://ordnur.com/textile/implementation-of-5s-in-
apparel-industry/

https://reverscore.com/lean-management/

https://www.fibre2fashion.com/industryarticle/7011/tools-
for-the-apparel-industry-to-lean-on

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