Modern Chemistry & Applications

Adoption of the Kanban Process for the Proper Functioning of the Cutting Section in a Selected Apparel Manufacturing Plant

Sam Niroshan Thayapararajah^* Department of Engineering Technology, University of Jaffna, Jaffna, Sri Lanka
^*Correspondence: Sam Niroshan Thayapararajah, Department of Engineering Technology, University of Jaffna, Jaffna, Sri Lanka, Email:

Received: 04-Nov-2023, Manuscript No. MCA-23-23810; Editor assigned: 06-Nov-2023, Pre QC No. MCA-23-23810 (PQ); Reviewed: 21-Nov-2023, QC No. MCA-23-23810; Revised: 28-Nov-2023, Manuscript No. MCA-23-23810 (R); Published: 06-Dec-2023, DOI: 10.35248/2329-6798.23.11.449

Introduction

In manufacturing process, there is a requirement to signal the demand of components for different stages. This is accomplished by “kanban” which trigger as an invisible conveyor, between processes [1]. It is a vital feature for lean concept, since the amount of ‘waste’ created during the production processes is minimized. Kanban can minimize raw material shortage by controlling amount of inventory [2]. The objective of this study is to provide solutions to cutting related issues by implementing an improved kanban process considering the material flow in between raw materials stores and production floor [3].

Material and Methods

Based on the data collections and observations, the material path is depicted through a diagram as shown in Figure 1.

Figure 1: Material flow mapping.

The Figure 2 shows the proposed Kanban card movement in a selected cutting module developed based on material flow mapping.

Figure 2: Kanban card movement.

For this particular activity, the process flow can be explained as follows: The recorder takes the responsibility to place the order and initiate the writing task on the card. The sample card is shown in Figure 3.

Figure 3: Sample kanban card.

The recorder will fill out the required details and hang the card on the post. Once it is hanged, the operator from Raw material stores, takes the card to RM and bring the requested fabrics to the requested module along with the card. The fabric issuing operator hangs the card in the cut priority status board specifying the fabric status. Then the operators from cutting team, moves the card to next level showing that they are layering the specific fabric rolls. Once it is done, the cutting operators move the card to cutting column in the board while they are working with the same order. After the cutting and bundling, the card is shifted to next column showing that the input is ready for production floor. And finally water spider takes the responsibility to return the card back to the recorder once the cut panels are issued to the production module. This particular activity is done in a cyclic manner with proper indication the fabric status at each time.

The detail of the methodology can be summarized as shown in the Table 1.

Table 1: Kanban card movement.

Results and Discussion

For the evaluation of the above practice, the indication the Material Requisition Note was used. Material Requisition Note (MRN) is an official document, in which the cutting section requests for an additional fabric due to the mistakes occurring in the cutting floor [4]. Before the implementation of this particular process, the MRNs were around 400 to 500 in a month. Once this process is implemented, it dropped to less than 100 for a month. The following graph shows the progress over the year (Figure 4).

Figure 4: MRN plan from the selected industry.

Moreover, there was clear indication of cutting section showing the actual state of the task. Due to the inclusion of details such as Schedule No. and Cut No., the operators became aware of the task being carried out. There was a proper control of inventory.

In order to implement the above task throughout the cutting floor, there was requirement to carry out an internal audit in the cutting section formulation. Once the practice become adapted in all the cutting section, the management can expect a remarkable change in the cutting with the improvement in the cutting floor.

Conclusion

Due to the implementation of improved kanban process, few remarkable benefits were acquired. A proper visual identification was provided. The scenario of cutting block was available at a glance. This research work streamlined the material flow throughout the plant with a remarkable drop in Material requisition Note.

References

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