Implement of Kanban &

Kaizen system in
garment industry

SUBMITTED TO
MRS. AFSHAN KHAN
SUBMITTED BY
NIKHILENDRA PRATAP SINGH B.VOC(AME)
 Acknowledgement
I want to show my sincere thanks to my teacher,
Mrs. Afshan Khan who gave me an opportunity
to work on this project report headed
“Implement of Kanban & Kaizen
system in garment industry”. I would
also thanks my friends who helped me
throughout the project in collecting data.
Introduction
 Kanban means many things.
 Literally, Kanban is a Japanese word that
means "visual card".
 At Toyota, Kanban is the term used for
the visual & physical signaling system that
ties together the whole Lean Production
system.
 Kanban as used in Lean Production is
over a half century old.
 It is being adopted newly to some
disciplines as software.
How does Kanban work?
There are many flavors, but the core of Kanban means:
 Visualize the workflow
 Split the work into pieces, write each item on a card
and put on the wall.
 Use named columns to illustrate where each item is in
the workflow.

 Limit WIP (work in progress) – assign explicit limits to how many

items may be in progress at each workflow state.

 Measure the lead time (average time to complete one item,

sometimes called “cycle time”), optimize the process to make
lead time as small and predictable as possible.

This is a direct implementation of a lean pull scheduling system.

Example Kanban
Kanban

 The implementation of a kanban system, as well

as other lean manufacturing methods, like 5s ,
and kaizen , can have significant benefits for
almost any type of work.
 Kanban is faster, more efficient, and saves
significant money over most other production
models.
 A kanban system is also far more directly
responsive to customer demand.
 Kanban is a system that visually indicates when
production should start and stop.
 Kanban vs. Current
Process
Can I combine Kanban with my current process?
 Yes. In fact, you should combine it.
 In Kanban the first step is to visualize your current process, just as it
is, in order to see where the bottlenecks are.
 Then you introduce WIP limits and start a path of evolution that
may or may not modify or replace your current process over time.
Kanban Boards
What are the benefits of
Kanban?
Some commonly observed benefits are:

 Bottlenecks become clearly visible in real-time.

This leads people to collaborate to optimize the
whole value chain rather than just their part.
 Useful for situations where operations and support
teams have a high rate of uncertainty and
variability.
 Tends to naturally spread throughout the
organization to other departments such as HR
and sales, thereby increasing visibility of
everything that is going on at the company.
Benefits of Kanban

Reduce Inventory
 Kanban will reduce inventory, on average, by 25
to 75%. This saves any company significantly in
terms of rent, electricity, and storage space.
 In addition, all of the space freed by the
implementation of a kanban system can be used
for future expansions or new opportunities
Benefits of Kanban

Improve work flow

 The visually organized environment ensures all
parts are easily found and continually stocked.
 The speed of moving from one task to another is
significantly reduced by the creation of clearly
marked flow lanes, kanban cards, and clearly
marked labels.
Benefits of Kanban

Prevent Overproduction
 Because parts are only created at the visual
signal by the kanban label (link), inventory is much
less likely to be overproduced. Resulting in
significant savings in the holding of stock.
Benefits of Kanban

Improves responsiveness to changes in demand

 Unlike a predictive system, kanban immediately
reacts to the environment. By responding to
clearly and easily read kanban cards the lag time
between a shift in demand and a shift in
production is almost non-existent.
 Minimize risk of obsolete inventory, because
inventory is only created as it is needed.
 Common misunderstandings about Kanban

 Myth: With Kanban you don’t use iterations

 Fact: With Kanban iterations are optional. Do it only if you have a need
for it in your context.

 Myth: With Kanban you don’t estimate

 Fact: With Kanban estimation is optional. Do it only if you have a need for
it in your context.

 Myth: Kanban is better than other tools

 Fact: Kanban is just a process tool, and there is no such thing as a
universally good or bad tool.

 Myth: Kanban is a drop-in replacement to other tools.

 Fact: Kanban is just about managing workflow. It hardly replaces
anything. What it does do, however, is drive change. In Kanban you start
with whatever process you have, visualize it, introduce WIP limits, and
then evolve from there.
What is kaizen?

 Kai is an idea of change or the action to correct

— Zen means "good“
 kaizen means “change for the
better.
 "Kaizen is the means to achieve a corporate
strategy, not the strategy." - Masaaki Imai
 Kaizen is a Japanese business philosophy focused
on making constant improvements. Its underlying
concept stresses there will always be room for
improvement. Fundamentally, kaizen aims to
improve all activities and processes and eliminate
waste and excess.
The History of Kaizen

 The term kaizen was officially coined in quality-

management-expert Masaaki Imai's book Kaizen:
The Key to Japan's Competitive Success in the
mid 1980s. Since then, the philosophy has been
wildly successful, thanks in large part to Imai's
participation in preaching its Toyota-touted-
virtues throughout the world.
 However, post-World War II United States had its
hand in developing kaizen techniques as well.
The History of Kaizen

 During World War II, the United States Department of

War developed a system called Training Within
Industry to increase its manufacturing capacity. TWI
relied upon many of the tenants that would later
form the basis of lean.
 After World War II, for various reasons, the TWI
program and its emphasis on quality and efficiency
was abandoned in the Untied States, but crossed
the Pacific to be received with wide acclaim in
Japan. In particular the works of W. Edwards Deming
were instrumental in the growth of kaizen and other
aspects of the Toyota Production System.
 These systems exploded in Japan during the 1950s.
The Kaizen Facility

 The kaizen facility operates on the notion that

every individual and his or her ideas are an asset
to the company.
 An environment where mutual respect and
positive recognition are fostered will prompt open
communication. Improvements can only be
made when people are willing to voice
suggestions.
Implementing Kaizen?

 Kaizen can be implemented in many ways: as an

individual, with a small-team approach, in a
boardroom – almost anywhere at any time.
 It's a philosophy of effective improvement and
implementation.
 Kaizen can also be implemented in a series of
“blitzes" or a more long-term gradual approach.
 A key part of kaizen is the “continual” aspect of its
improvements – this is not a one time event , but one
that must be maintained and encouraged for years
to come.
 It is with the steady maintenance of kaizen that true
transformations occur.
Kaizen Labeling

 Kaizen is a process-focused philosophy of change

and improvement. Follow it and see small
changes lead to big profits.
 Suggestions and the changes they lead to, should
be implemented immediately in a kaizen
environment.
 Implementation of new ideas or reinforcement of
old practices is made clear with concise,
descriptive labels and signs.
Kaizen Labeling

 Kaizen relies upon the visual organization of

space. Clear and precise markings are a
necessary component of its implementation.
 Long lasting OSHA safety signs, hazard warning
labels, and identification signs and labels form
the basis of a Kaizen process.
Example: Hazard Warning
Labels
Depending on the severity of the hazard, there
are several types of labels and signs that are used.
 A DANGER sign or label is used when the hazard
presents a life-threatening danger.
 WARNING labels and signs are used for less severe
hazards, that still present a serious risk of injury.
 A CAUTION sign or label is appropriate to warn of
potential hazards that could cause minor or
moderate injury, or damage to equipment.
 The type of sign that is required is determined by
OSHA and ANSI standards.
Misconceptions with Kaizen

 Improvements only happen when things are done

right, so an improper implementation of kaizen
does little good. It takes dedication, commitment,
and an underlying understanding to implement
kaizen properly.
 One common misconception is that "kaizen only
works in Japan," or some line of similar ilk.
 Kaizen is based on the Training Within Industry
program, one developed and deployed to great
success within the United States - in other
words, kaizen has worked around the world.
Imperfections with Kaizen

 Kaizen needs to be supported from the bottom up

and from the top down - it is a long term process,
not a one time event.
 Kaizen is largely self-motivated. Because it's driven
by individual input and execution, company
results can vary.
Executive Support

 Any manufacturing operation can benefit from

Kaizen as long as there is a commitment from
management toward total involvement in basic
Kaizen tenets:
 Discard conventional, fixed ideas
 Think of how to do it, not why it cannot be done
 Do not make excuses. Start by questioning current
practices
 Ask "why" five times to realize the root cause of a
problem
Successes With Kaizen

 The goal of kaizen - continual improvement - is

obviously desirable. Businesses dotting the globe
have implemented this lean methodology to
augment profits, improve safety, increase
customer retention, and boost employee
satisfaction.
 Sony's Kaizen Success: Sony used kaizen to
increase its production efficiency by 7,000%.
 Fleetwood's Kaizen Success: Chicago-
born Fleetwood has used kaizen to reduce cycle
time and waste and increase profit and customer
base.
The Benefits of Kaizen?

 Kaizen is a philosophy meant to promote

improvement; its benefits are the improvements
themselves.
 Kaizen champions the notion that small changes in
the workplace can result in increased profits, lower
employee safety risks, and better utilization of
resources.
 Kaizen in all forms has been shown to radically
improve working environments – saving companies
millions of dollars while making employees healthier
and happier.
 Kaizen is about enacting change clearly and
concisely. It gives employees a real sense of
accomplishment as a million tiny steps lead to a
massive change – in safety, in structure, and in
profits.
Lessons from Kaizen

 The Kaizen total involvement approach to

improvements follows a set of rules, policies,
directives and procedures established by
management. The four basic steps in making
continual improvement involve:
 Plan,
 Do,
 Check,
 Act.
 To maintain the improved states we Standardize,
Do, Check Standardization. One of the
foundations of plant Kaizen activities means
documentation of the best way to do the job.
References

 http://www.graphicproducts.com/tutorials
 www.strategosinc.com
 http://www.agilemanagement.net/Articles/Webl
og/KanbaninAction.html
 http://leansoftwareengineering.com/ksse/scrum-
ban/
 https://www.onlineclothingstudy.com/2013/12/bu
siness-plan-for-garment-manufacturing.html