Increasing Efficiency of Small

Quantity Order (SQO)

By:
Praveen Kumar Prabhakar
Graduation Project
2009-13
Acknowledgement
Success in any endeavor calls for cooperation and
guidance from all including seniors and environment.

I would like to extend our deepest gratitude to industry mentor
MR. KAMALJEET SINGH (Senior Manager, I.E Department),
MR. K. RAM MOHAN (Asst. Prof. Nift - College Mentor) for their
continuous and useful guidance which were the sources of
inspiration and without which this training have hardly seen
carried out successfully.
I would like to extends our thanks to all our faculty and friends
for supporting through out the way.
It was a great privilege to work as an internee at SHAHI
EXPORTS Pvt. Ltd. Faridabad.

Company Profile
NAME Shahi Exports Pvt. Ltd.
ESTABLISHED 1974
OWNER Mrs. Sarla Ahuja
MANAGING DIRECTOR Mr. Harish Ahuja
CORPORATE OFFICE Industrial Plot-1, Sector 28 Faridabad,
Haryana
REGIONAL PROD. UNIT Industrial Plot-1, Sector 28 Faridabad,
Haryana
WORK FORCE Around 85,000
RETAIL HOUSE At Last & Co. , New York
CAPACITY Over 3.5 million high quality garments per
month
FABRIC PROCESSING Sarla Fabrics, Ghaziabad
ANNUAL TURNOVER 3000+ Crores
Shahi Exports Pvt. Ltd., Faridabad
This manufacturing unit was
set up by Shahi group of
industries in 1974.
This plant is specialized for
producing kids and women's
wear tops.
This plant was set up with an
idea to meat the demand of US
market and European market
It has 50 lines with integrated
washing unit.
Introduction
Production loss during building expertise is
common but, in present scenario of frequent
style change, small order size, complex
specification of garments has forced us to
rethink about our conventional approach that
we follow in changing from one style to other
(starting new style).
We need to be more efficient and specific
about learning period for specific style or
class of product.
Need of the project
Need
Frequent
Style
Change
Small
Order
Quantity
Labour
Problem
To Improve
Productivity
Stiff
Competition
Complex
Design
Project Objectives
To achieve better efficiency specially SOQ
To reduce throughput time
Formation of targeted efficiency matrix a/q
to order quantity and SAM.
Finding the bottle neck factor and
developing expertise in it.
To create a pro-active environment.



Scope
of
Project
It can be used for specialization.
Data and information can be used for
other increasing productivity project.
It can be used to identification critical
operation and its solution.
It can be source of information for
need of training.
It can be used determining incentives
scheme.. etc.
Scope of Project
Project Boundary
My project will deals with only Production Planning,
Industrial Engineering, and Stitching Department.
Its assumed that other allied departments like
cutting, sourcing, HR etc. are working with due co-
ordination.
Project would be for any particularly for Shahi
Exports Pvt. Ltd. Main unit. however it can be also
used for others with modification as needed.
It would purely based on information and orders
available at particular unit during my project.

1 week
3 weeks
2 weeks
Review of result and follow
through and documentation
Implementation
Departmental
Study
19
th
May 2014
1st May 2014
2 weeks
15
th
of April 2014
1
st
of April 2014
Study of existing
plans and blue prints
Project progress vs Time

Project Timeline
Time and Action Calendar
Project Methodology
P
r
o
j
e
c
t

M
e
t
h
o
d
o
l
o
g
y

Specialized lines for small order quantities
Right order to right line through right prod. Planning
Real Time information system
Developing experts for critical operations
Actual time study and line study for balancing of line
Developing experts for critical operations
Off standard time and work needs to be calculated.
Resources Required.
Sponsorship and manpower.
Daily production reports.
Information about previous and
confirmed orders.
Skill Matrix.
Continuous Support and
Guidance.

STUDY OF SAMPLE ORDERS
Study, Problem analysis and devising solutions.
Study style 1 U334
Details:
Order quantity: 950
SAM: 33.38
Target Efficiency: 75.0%
Per day prod: 452.97
Productivity: 10.79
Work Station: 49
Report U334
Date Target
Quantity
Quantity
Produced
SAM
Available
SAM
Produced
Efficiency Over
Time hrs
20/02/13 453 0 19200 0 0 -
21/02/13 453 0 19200 0 0 -
22/02/13 453 0 19200 0 0 -
23/02/13 453 75 19920 2504 12.62 12
25/02/13 453 150 19800 5009 25.24 10
26/02/13 453 200 20400 6679 32.74 20
27/02/13 453 200 20400 6679 32.74 20
28/02/13 453 200 20520 6679 32.52 22
01/03/13 453 100 20400 3339 16.34 20
02/02/13 453 112 20400 3740 18.33 20
Summary 4530 1037 199540 34429 17.05 124
Efficiency Curve U334
Reports
Jacket, SAM 45.28, Ord.
Qty. 3500
Shirt, SAM 26.54, Order
Qty. 24000

Root Causes of Problems



Root
Causes
of
Problems
Conventional approach towards all order.
Longer line set-up.
Engineered Information.
Lack of efficiency target on basis of order size and difficulty.
Lack of co-ordination across departments.
Lack of R&D for smaller quantity.
Lack of proper production planning.
Lack of standard Quality parameters etc
Quick Response Team
Team based approach
Smaller Orders and Salesman Sample
Quick Line Setting
Bottle neck operation instead of OT
Way Forward
Efficiency Matrix
Order
Quantity
SAM
>25 25-35 35<
1000<
1000-
3000
>3000
Alert
Sincere
Easy
Easy (>50)
Sincere (40-50)
Alert (35-40)
Formation Of quick Response
Team
Quick Response Team
Identification of multi skilled operators.
Planning of style within 20 workstation.
Setting of line.
Making Sub-Team of 4-5 members for diff.
parts of garment.
Setting of dedicated resources.

Forming Quick Response Team
(QRT)
Selecting multi
skilled
operators.
Preparation of
skill matrix of
team.
Making log of
machines
required.
Selection of
supervisor,
writer, helpers,
QC etc.
Communicating
the goal of
team to all
members.
Planning Layout of Line
In this line sitting is face to
face
It has sub team of 4-5
operators for each parts.
It has vacant machines in
between the line.
It should be having narrow
center table.
It needs single over head
line

Operation Planning
Operation breakdown needs to be made.
Combining of similar machine operation.
Increasing workstation cycle uniform.
Making cycle time of each sub group
uniform.
Targeting on final out put rather than
individual.
Quick Response Team at Work
Smaller Line Set-up
Better control
Team Based Approach
Face to Face Sitting
Spare Machines

Quick Response Team at Work
Better involvement of supervisor,
line writer, line in charge etc.
Motivates Team
Lesser WIP
More accountability
Advantages of QRT
Easy visibility of bottleneck operations.
Lesser through put time.
Face to face sitting arrangement.
Better control and involvement of supervisor and line writer.
Easy to maintain hourly production report.
Lesser space required.
Less number of helpers required.
Better material movement.
Healthy competitive environment and improved relation ship.
Problems
Supervisor don't take pride in smaller line.
Efficiency report doesn't take consideration of
helpers and other extra operators.
Lack of dedicated infrastructure like proper,
center table etc.
Lack of proper skill matrix.
Fluctuation in per day output of line.
Outcomes
Pilot run Quick Response Team
Order Quantity: 2400
Sam: 14.99 min.
Loading Line: 23
Manpower:
Operator:20
Helper: 4
Checker: 2
Avg. Eff.: 34.4%


Second Pilot Run on Line 7
Sam: 14.67 Min
Average efficiency:59%
Man Power:
Operator: 42
Helper: 10
Checker: 4
Supervisor:1
QE- 1


Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
Day
7
Day
8
Day
9
Loss 77 55.9 36.6 28.4 25.6 35.3 40.3 41 38.6
Efficiency 23 44.1 63.4 71.6 74.4 64.6 59.7 59 61.3
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
E
f
f
i
c
i
e
n
c
y

Line 7
Comparison
Sam: 14.99
Order Quantity: 3200
Avg. Eff.: 29.7%
Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
Day
7
Day
8
Day
9
Loss 85.8 84.7 82.1 80.1 66.5 65.3 57.4 51.4 55.8
Efficiency 14.2 15.3 13.9 19.9 33.5 34.7 42.6 49.6 44.1
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
E
f
f
i
c
i
e
n
c
y

Line 10
Sam: 14.67 Min
Order Quantity: 2800
Avg. Eff.: 59.1%
Pre Vs. Post Efficiency
Conclusion
Productivity loss at time of change over is
among the biggest loss on production floor of
Garment Manufacturing Unit specially when
order quantity is small and complexity level is
relatively high.
However it can be reduced to a great extent
with dedicated lines, a team based approach,
real time information, proper R&D and proper
Pre-production planning etc.
Bibliography
en.wikipedia.org/wiki/Lean_manufacturi
ng
en.wikipedia.org/wiki/Toyota_Productio
n_System
www.shahi.co.in/home.htm
www.stitchworld.net
www.apparelresources.com





Thank You!!!