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My Research Project: "PROCESS RE- ENGINEERING"
- 1. PROCESS RE- ENGINEERING “ An Approach to Systematize a Leather Apparel Industry”
- 3. The majority of manufacturing operations are undertaken manually in a un-standardized manner.
- 7. Project methodology Primary Data Collection & Process Modeling Questionnaire, Process Flow Mapping Result Analysis Identifying Area of Improvement Re- engineering & Initiative Development Idea Formulation Evaluate / Select Idea selection Acceptability Analysis NO Discussion with Top Management YES Cost Justification Analysis Implementation
- 9. Primary data analysis & process modeling In order to obtain vital information about the present processes and activities involved in the operation cycle of the department and to analyze the current system of material flow, following tools were used:
- 10. QUESTIONNAIRE
- 11. Result analysis RESULTS Questionnaire
- 12. Result analysis
- 13. Result analysis
- 15. Receipt of Order File and Pre- production Meeting Feeding of Cut parts To the Sections Discussion with supervisors to set the target labor cost to be achieved Counting of the parts by the Supervisor Receive Cut Parts from Cutting Department as per PO# In- Process Storage Issue of Hardware from Store against BOM Making/ Pasting/ Stitching Counting of Cut parts and the hardware at the Receiving Table Thread Cutting & Inspection Process flow mapping Dispatch to Finishing Department
- 16. Material flow analysis Entry to Finishing PPC Office Emergency Exit Entry from Cutting Average Aisle Width= 1.11m
- 17. Relationship analysis Richard Muther developed a format for displaying manager preferences for departmental or facility locations, known as Muther's grid. The rating system is classified into six categories and degree of relationships, they are: A = Absolutely necessary E = Especially important I = Important O = Okay U = Unimportant X = Undesirable
- 18. A U I X I E E E X X X I I U X Muther’s grid for stitch floor Fig 1.1 Rating of Present Layout of the Stitch Floor
- 19. A O A X I U X E X X X X I U A Muther’s grid for stitch floor Fig 1.1 Rating as per Desired Layout of the stitch floor
- 24. The budgeted cost for stitching is taken by discussions with supervisors and middle management, findings
- 26. High of product variation with no product wise segregation on the floor.findings
- 28. Area of IMPROVEMENT 1: layout Critical Areas considered for layout updation: Maximum space utilization Easy accessibility Location and width of aisle Optimum material flow Compliances Approved Clear fire exits Feasibility of shifting facilities and workstations
- 29. Entry to Finishing Proposed layout Entry from Cutting Emergency Exit
- 32. The product pieces are prone to easy damage and are small in size
- 33. The floor undertakes order of small to medium order quantity (300- 2000 pcs)
- 36. The Design Hollow Iron Rod Stand Hollow Iron Rod Canvas Bag Wooden Crate Iron Angle Frame Wooden Buffer Crate Wheel Fig 1.6 Trolley Design
- 39. The trolley performs on a floor prone to loose sewing nylon threads.
- 40. The trolley has to bear a weight of 5-7 kilograms.
- 41. The trolley would on an average cover a distance of 10-50 meters / day.Proposed Material handling system
- 42. Material analysis….. contd Proposed Material handling system
- 43. Technical and design specifications Iron Nail 5” Casted Steel 3” Rubberized Polymer 90° Fig 1.8 Parts of Trolley Proposed Material handling system
- 44. Cost analysis Proposed Material handling system
- 45. Proposed Material handling system Implementation The construction of Technology Demonstrator-I has been approved by one of the leading Industrial trolley manufacturers in India VANYA Inc, Okhla New Delhi The system is scheduled to be implemented in the near future at Alpine Apparels Ltd, Faridabad
- 46. Area of IMPROVEMENT3: Industrial engineering tools The utilization of IE tools was undertaken for production process of two styles: NEXT Crossbody Leather Bag EDC Jungle Green Canvas Bag The steps followed were: Time Study & Method Analysis at Sampling Stage Calculation of the Throughput Time for each styles Calculation of Target Cost by following formula: Target Labor Cost= Order Quantity x Throughput Time (in hrs) x Labour cost / hr
- 48. Area of IMPROVEMENT4: Accountability During the cutting , after the bundling process a bundle ticket has been implemented which would have the following information: The above format will eliminate the redundant activity of counting the cut pieces on the stitch floor
- 50. It will also perform as a mechanism for daily performance tracking of the department, so as to ensure that the production process is in progress as per the planning.
- 51. Daily production Tracking Sheet
- 58. The present system of processes are not permanent, they need modification with changing requirements.
- 59. The approved design of the trolley will undergo user trials and after necessary amendment it would be implemented.
Editor's Notes
- The cutting edge competition, instigated by the Rupee- Dollar debacle in the leather export industry has led to implementation of cost reduction regime in order to stay alive in the arena.
- The questionnaire consisted of quantitative as well as qualitative questions, the majority questions required the personnel to rate various factors as per his/her views and knowledge base. The Sampling Group of the questionnaire was confined to 40 individuals consisting of:
- The analysis imparts the identification of “Value added” and “Non-value added” activities in the operation flow system.
- The decision on the target stitching cost in undertaken in a meeting of supervisors and middle management, which is a random and inaccurate approach to establish the production targets.
- The related operations are not in proper proximity to each other which results in increased material flow. This is happening in the case of the Final Inspection/ Thread Cutting Table and the Exit door to the Packaging department. Hence, departments with maximum material movement should be adjacent to each other.This is happening in the case of the Final Inspection/ Thread Cutting Table and the Exit door to the Packaging department. Hence, departments with maximum material movement should be adjacent to each other.
- The Occupational Safety and Health Administration (OSHA), an organization under the aegis of U.S Department of Labor has set standards for ergonomically friendly sewing workstations and material handling systems.
- Its is Designed for in- process material movements and to enable smooth and fast material handling by the operatorThe design and the dimensions of the trolley are at par with the ergonomic guidelines by OSHA and it also meets the compliance norms