Case study of Textile Machine Mfg. Company

Title: Enhancing Cash flow by 5S and Flow layout

Presented

on 2nd Feb 2015

@ 3rd Annual Lean Conference,

AMA, Ahmedabad

Case study of Textile Machine Mfg. Company

Enhancing Cash flow by 5S and Flow Layout

About the Organization “ABC” ISO 9001-2000 company is the designer,

developer, manufacturer and exporter of various machines in the field of Textile industries

It has designed its machines with the view to reduce maintenance cost, lower downtime and to achieve high quality

In order to meet the international requirements, we are developing machines of higher capacities in textile industries

About the Organization It was founded in 1975 with keeping vision of

penetrating in Looms manufacturing

It is proud to be the only large rapier loom machinery manufacturer who has all their products developed indigenously without any technology transfer or collaboration

In order to meet the international requirements, we are developing machines of higher capacities in textile industries

Our products

1

2 3 4

5 6 7

The Initiation & Challenges • In conjunction with the our visions, we

started of our lean journey

• Top Management was committed to adopt Lean as Organization production philosophy

• Initial challenge was convincing and bring everyone common understanding of accepting and drive the organization in accordance with Lean Manufacturing Principles.

The Start Line • We started with Top Management training for the Lean

Manufacturing and make the road map for the execution

taking into consideration of organization issues.

• Following the road map , training of Middle management

was being done. Here we found more challenges in terms of

convincing, Inter discipline communication, mind set

• Bottom people, who is the key to the organization also

trained for the awareness, mind-set, Housekeeping

Strike One-5S • We started with Seiri-Red Tagging activity-

Segregatting of unwanted items, machine,

table, desks, tools, spares, files, old scrap,

obsolete products.

• Which created space and financial liquidity

of 15,00,000 by selling.

• More than financial benefits, it has

improved morale of the employees

“Company is doing for them to give more

safe, hygiene, clean workplace”

Strike 2-Lean Layout-Thought Process • The Space generation gave space to the Top

Management to go for the Lean Layout

• We, at Organization were manufacturing from two

separate units. Which was causing higher cost, which

we never thought of can be reduced

• The Lean Layout process ignite the thought process of

merging two units

Strike 2-Lean Layout- Impossible to Reality

• We all together Top Management, HODs started measurement of the plants, machines, cycle time and process flow etc.

• We mapped the material movement within unit 1 and in between unit 1 and unit 2

• We made the final layout after brainstorming at every levels and executed

RAPIER LOOM ASSEMBLY AREA OFFICE CASTING

WORKSHOP 1

FOUNDRY

MS

WORK SHOP

CNC SHOP

CASTING

WORKSHOP 2

PAINT

SHOP

MANUAL LOOM ASSEMBLY AREA

PREVIOUS LAYOUT

GND

SHOP

GND

SHOP

RAPIER LOOM ASSEMBLY AREA OFFICE CASTING

WORKSHOP 1

FOUNDRY MS

WORK SHOP

CNC SHOP

CASTING

WORKSHOP 2

PAINT

SHOP

MANUAL LOOM ASSEMBLY AREA

PREVIOUS LAYOUT

GND

SHOP

GND

SHOP

RAPIER LOOM

ASSEMBLY AREA

OFFICE

CASTING

WORK SHOP 1

FOUNDRY MS WORK SHOP

CNC SHOP

MANUAL LOOM ASSEMBLY AREA

NEW LAYOUT

PAINT

SHOP

CASTING WORKSHOP 2

GND SHOP

Approx. Area: 5000 sq. mtr

Strike 2-Benefits

40% space reduction “ have been achieved

30% inventory has been reduced

Foundry working hours have been reduced from

24 to 12

Production of machines have been improved

from 24 to 60 per day

Thank You