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Kaizen is a continuous improvement of process, often is considered to be the building block of all lean production methods. The ultimate objective of this paper is to increase efficiency and productivity in sewing floor of luggage manufacturing plant through system simplification, process standardization, reducing waste and incremental improvements...
Citations
... It is best suited for low-income nations with restricted finance access since its main objective is to develop internal capabilities and enable businesses to "graduate" from external direction (Ohno et al., 2009). Since all textile industries depend heavily on labor, maximizing worker productivity will guarantee the largest corporate profit (Akter et al., 2015). Employees appear to earn income, compensation, etc. for their involvement as part of their normal salaries or wages, and maybe even as overtime (when activities take place outside of regular business hours) (Farris, 2006). ...
... decreased cycle time, work in progress, and product advancement were achieved via the use of line-balancing tools, facility layout, and standardized work, resulting in decreased waste and enhanced throughput. Also, Akter et al. (2015) claimed that Kaizen increases worker safety, job happiness, and labor recognition, all of which motivate workers to work. Proper training boosts motivation and line efficiency by 7%, resulting in more output, higher quality, and lower waste. ...
Purpose - The primary objective of this research is to determine critical success factors (CSFs) that enable textile enterprises to effectively implement Kaizen, a Japanese concept of continuous development, particularly during disruptive situations. The study aims to provide insights into how Kaizen is specifically employed within the textile sector and to offer guidance for addressing future crises.
Design/methodology/approach - This study employs a structured approach to determine CSFs for successful Kaizen implementation in the textile industry. The Triple Helix Actors structure, comprising business, academia and government representatives, is utilized to uncover essential insights. Additionally, the Matriced Impacts Croises-Multiplication Applique and Classement (MICMAC) analysis and interpretative structural modeling (ISM) techniques are applied to evaluate the influence of CSFs.
Findings - The research identifies 17 CSFs for successful Kaizen implementation in the textile industry through a comprehensive literature review and expert input. These factors are organized into a hierarchical structure with 5 distinct levels. Additionally, the application of the MICMAC analysis reveals three clusters of CSFs: linkage, dependent and independent, highlighting their interdependencies and impact.
Originality/value - Major contribution of this study is understanding how Kaizen can be effectively utilized in the textile industry, especially during disruptive events. The combination of the Triple Helix Actors structure, MICMAC analysis and ISM provides a unique perspective on the essential factors driving successful Kaizen implementation. The identification of CSFs and their categorization into clusters offer valuable insights for practitioners, policymakers and academia seeking to enhance the resilience and sustainability of the textile industry.
... This standard pace includes allowances for rest, delays, and normal variations in work. SMV is crucial for estimating production times, setting production targets, and optimizing workflow efficiency in various industries, including apparel manufacturing, assembly lines, and other production environments (Akter et al., 2015). The contemporary business environment for clothing manufacturers necessitates the implementation of low inventory and rapid response systems that facilitate the production of a diverse range of merchandise to satisfy consumer demand. ...
... Time study helps in determining the SMV, which is an essential metric for optimizing production processes, reducing cycle times, and identifying opportunities for process improvement. By using a standard procedure to estimate the SMV, work study engineers can improve the efficiency and effectiveness of the manufacturing process (Akter et al., 2015). ...
... Utilizing lean tools like cellular manufacturing, single piece flow, work standardization, and just in time production, a polo shirt manufacturer can increase output and efficiency. A study found that operator multi-skilling and style changeover flexibility increased while production cycle time, operator needs, rework levels, and production lead time all decreased (Akter et al., 2015). A single-piece flow is used in manufacturing where the cycle times of individual workers may be somewhat different without significantly slowing down production. ...
This article presents a study on the estimation of the Standard Minute Value (SMV) of the blazer production process through work study for a well-balanced assembly line. The objective of the study was to optimize the production process by identifying inefficiencies, reducing the SMV, and optimizing the required manpower. Data were collected through time and motion studies and process analysis in a garment factory. The initial SMV for blazer production was determined to be 76.30 minutes. Through the implementation of work study and line balancing techniques, the SMV was successfully reduced to 73.15 minutes. Additionally, the manpower required for the assembly line was reduced from 139 workers to 136, leading to improved productivity and cost savings. The results show how work study and line balancing may be used to optimize the blazer manufacturing process. The study underlines the need of putting lean manufacturing ideas into practice to reduce waste and boost productivity. Employee engagement and motivation were increased by involving them in the line balancing process, which was essential for obtaining good results. This research contributes on work study and line balancing in the garment industry. The findings provide practical insights for garment manufacturers seeking to optimize their production processes. By implementing the recommended approaches, companies can reduce SMV, optimize manpower requirements, and improve competitiveness. This research enhances our comprehension of work study and line balancing within the apparel industry. The results provide garment manufacturers with valuable insights to streamline their production processes. Through the adoption of recommended strategies, companies can lower Standard Minute Values (SMV), fine-tune workforce requirements, and improve their competitive edge
... As reported by Saima Akter and others in 2015, Kaizen has increased line efficiency by up to 7% while decreasing defects per hundred units [11]. Another paper was also studied by Kaizen Applications in the Garment Industry: A Case Study Arya et al. ...
Industry 4.0 helps companies be more flexible in the production process and the supply chain. Thereby creating quality products and services at low prices, saving time and costs in manufacturing. Kaizen is known as an advanced tool in the application of a series of methods to eliminate waste and improve the quality and efficiency of production activities in enterprises in Japan. However, in Vietnam, many businesses are still hesitant and consider the effectiveness of this tool in Vietnamese enterprises. In the article, the author mentions the implementation of Kaizen at Thuan Phuong Group. The method selected in the article includes describing the current problem of the enterprise, proposing solutions for the Kaizen application, designing and programming Kaizen software, and deploying Kaizen at the factory according to the PDCA cycle. Kaizen tools have been deployed to almost all departments at the enterprise such as the production department, mechanics, engineering, quality management, and maintenance. After 2 years of application implementation Kaizen, the total improvement time of the business increased more than 10 times, saving companies a large amount of money. The article is an example of the successful application of Kaizen in production and business activities in Vietnam. Therefore, this article helps other businesses have a more objective view of the application aspects of Kaizen in their businesses.
... Walter A. Shewhart and Dr. W. Edward Deming introduced PDCA the concept for productivity management, and continuous quality improvement of processes and products.KAIZEN is the Sino-Japanese phrase for "improvement". Kaizen is a continuous procedure, the purpose of which is going beyond productivity improvement, it is also a technique that, implemented correctly, humanizes the place of job, eliminates excess hard work, and teaches employees to carry out experiments on their work the usage of the scientific approach and how to learn to spot and avoid wastes in commercial enterprise strategies [6]. ...
... Another important parameter in the study of current situation is the time study of workers. Time study sheets are used for collecting this data [6].The data valid and affective for a group of workers performing similar tasks Finishing tools 10min 8 Operator2 ...
... Taken time -It is the time that exactly matches production to demand of the customer [6].The study is done for the month July and &hours of work a day. Excluding weekly off and holidays, the total no of working days is 27.The order for cylinder frame casting is taken as 1000. ...
... El rubro manufacturero con mayor número de publicaciones halladas fue la industria de la confección (16%), en ellos se halló que al implementar las herramientas Lean Manufacturing se mejoraba la productividad de las empresas estudiadas [18,16]. A pesar de la evidencia sobre los beneficios de esta implementación, no es una práctica común en las industrias de la confección [22] tomando en cuenta que la inversión económica necesaria es poca o nula [23]. ...
... Según lo hallado, se considera que la herramienta 5S es el punto de partida para la posterior implementación de la herramienta Total Productive Maintenance (TPM) [20] y es fundamental para el desarrollo de la herramienta Kaizen [17]. Esta última puede implementarse de manera conjunta con el Ciclo de Deming (PDCA) para planificar el proceso de mejora, tomar medidas correctivas y verificar su cumplimiento, además de la herramienta Standard Operating Procedure (SOP) para estandarizar los procesos y reducir las actividades que no generan valor [23]. ...
... Ngoài ra, đây cũng là cơ sở để triển khai các dự án Kaizen cho nhà máy khác ở Bắc Ninh.Việc áp dụng dự án Kaizen thành công tại SPVB đã chứng minh đây là phương pháp hiệu quả cho việc thực hiện các cải tiến quá trình trong một tổ chức sản xuất. Kết quả này cũng ủng hộ cho các nghiên cứu Hình 5: Tỷ lệ lỗi nắp sau bước cải tiến thiết kế Chuck đóng nắp (Nguồn : Từ kết quả thu thập và phân tích của tác giả) trước8,11,13 . Từ kết quả này, một số yếu tố cần quan tâm để một dự án Kaizen thành công được đúc kết là:• Mục tiêu cải tiến phải rõ ràng và bám sát chiến lược của tổ chức nhằm nhận được sự ủng hộ từ lãnh đạo. ...
The ultimate objective of manufacturing industries is to increase productivity with high quality. At present, many manufacturing companies are facing problems such as high defect rate, high inventories, high lead time, high costs of production, and inability to cope with customer orders. Kaizen is one of the powerful tools of lean manufacturing. Kaizen refers to continuous improvement in performance, cost, and quality. The main objective of this paper is to provide a background on kaizen, steps for kaizen implementation, and then a case study of Kaizen implementation has been discussed. This case study is to present an application of Kaizen to reduce cap defects at SPVB factory. The 10-step Kaizen method of SBF Group has been applied for an improvement project. Based on the company’s strategy, the project has identified the main problem of Oolong Tea + cap defects and found out the factors of the machine that were the root causes of this problem. Two groups of solutions have been proposed and implemented to overcome these causes: Restoration solution and Kaizen solution. As a result of the improvement project, the Oolong Tea + cap defect rate has decreased from 0.14% to 0.03%. Then the project has recommended the activities that need to standardize and identified future challenges for improvement.
... After making significant changes to the layout, Figure 6 shows improvements that were made with kaizen events. Researchers have proven kaizen event to be an effective lean tool for process improvements (Akter et al., 2015;Boakye-Adjei et al., 2015;Lad et al., 2016). Starting from the right-hand side, the purple exchange arrows show that over-under racks can be interchanged with large pump subs, as they are less frequently used than that of over-under rack parts. ...
... The goal of Akter and colleagues from Kaizen implementation for continued improvement of the productivity in the apparel industry in Bangladesh, improve the effectiveness and efficiency of luggage manufacturing through system simplification, standardization of the process, reduce waste and increase recovery by using modern techniques such as Kaizen. (Akter, Yasmin, & Ferdous, 2015). Patel & Patange indicated that reducing and eliminating losses, improving guidance time, better use of space, better results in a production line are the key results of Kaizen's implementation. ...
The textile industry plays an important role in the global economy; however, it faces persistent challenges related to reducing rework for improving productivity. The purpose of this study is to summarize some scientific researches about production delay caused by rework in a clothing and accessory industry. It provides a general overview of the current state of knowledge concerning the interdependence between reduced productivity and rework rate. The research process is based on the Functional Analysis System Technique. It facilitates a systematic examination of sequential and logical steps necessary to achieve objective and attain outcomes. Functional Analysis System Techniques not only provides a structured methodology but also aids in identifying the successive functions crucial for attaining desired outcomes. The initial phase involves conducting a comprehensive systematic literature review focused on productivity issues stemming from rework within the textile industry. The first phase, related to the Seiri of the 5S methodology, involves conducting a comprehensive systematic literature review focused on productivity issues stemming from rework within the textile industry. Subsequently, the filling of a literature review synthesis matrix using Excel is conducted which represents Seiton. Next, focusing specifically on the Lean tools employed utilized and the corresponding productivity improvements, data are extracted. This corresponds to Seiso step. Following this, a Network Meta-Analysis is applied, representing the Seiketsu. Finally, the identification of the most effective Lean tools combination to reduce rework is undertaken, corresponding to Shitsuke. As results, the Ishikawa Diagram appears to have obtained the best ranking position according to the rankogram. Ishikawa Diagram is often associated with other tools to multiply its performance. The study's findings highlight that the Ishikawa, Pareto, Single-Minute Exchange of Die and Work Study combination emerges as the most effective approach for minimizing rework and enhancing productivity, as indicated by the League Table. This network meta-analysis provides a comprehensive overview of the Lean tools synergy effectiveness in rework reduction and productivity improvement strategies in textile industries. While powerful, Network Meta-Analysis has limitations including reliance on indirect comparisons from studies that may not directly compare all treatments, inheriting biases and complexities, which can pose challenges in assessing result certainty.
