Apparel Case Study Summary

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4. System Study & Input Data As Samad Rubber works Private Limited (Apparel Division) is selected as case study firm. It is a completely working from cut to pack, located in Lahore, Pakistan. Its vertical integration allows them to produce all kinds of jeans garments in denim fabric, to fulfill the needs of their global customers. Samad Apparel is one of the most growing and leading textile manufacturers in Lahore. They have established a name of credentials owing to the projected commitments, working speed, quality practices and the overall vision. 4.1. Product Information: We have analyzed flow keeping one product as base line, and we will observe product by passing through all the process. Basic information of the product is given bellow.…show more content…
Numbering 5. Bundling & Ticketing In each process we have calculated cycle time, and at the end of each process inventory is being shown in triangular figure. Inventory is being measured in no. of days, and cycle time is also measured in no. of days. Inventory is compared with cycle time after converting it in same unit (No. of days). Summary is given bellow, Cutting Summary Value Added Time 2.794 NVA (Inventory) 2.720 NVA Other Factors 0.206 Total NVA 2.926 Total Time consumed 5.514 NVA %age 53% Table 2 Cutting VSM Summary From above table it can be seen easily that 53% time is being consumed in queue (inventories). There are process laps too, which are shown in term of NVA other factors, but our focus is mainly based on inventory, so we are showing comparison in inventory and value added time only. 5.2. Stitching As we can see that the said work order was in queue for 8 days, and then inducted in stitching. The stitching took total 8 days to stitch this work order, and closed this WO with 8 days lead time. In this area they performed bellow mentioned operations, 1. Small Parts 2. Back 3. Front 4. Assembly 1 5. Assembly…show more content…
There are process laps too, but our focus is mainly based on inventory, so we are showing comparison in inventory and value added time only. 5.3. Washing Washing department is also one of major value added and innovative section in today’s era of garments manufacturing. There are many innovative washes being introduced now, so we have analyzed washing department in two areas. 1. GDP (Garment Dry Process) 2. GWP (Garment wet process) As our major concern is to analyze lost time in term of inventory only, so bellow is detail given. As we can see that the said work order was in queue for 4 days, and in washing department. The washing took total 10 days to wash this work order. In each process we have calculated cycle time, and at the end of each process inventory is being shown in triangular figure. Inventory is being measured in no. of days, and cycle time is also measured in no. of days. Inventory is compared with cycle time after converting it in same unit (No. of days). Summary is given bellow GDP Value Added Time 0.384 NVA (Inventory) 4.000 NVA Other Factors 2.616 Total NVA 6.616 Total Time consumed 4.384 NVA %age 151% Table 4(Garment Dry Process VSM Summary) GWP Value Added Time 2.532 NVA (Inventory) 4.000 NVA Other Factors
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