International Journal of Supply Chain Management

ISSN 2518-4709 (Online)

Vol.9, Issue 2, No.3, pp 37 - 61, 2024
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Reduction of Lean Wastes by Using Value Stream Mapping: A Case Study of Textile
Company in Pakistan

Atam Kumar Jessani, Ramesh Kumar and Ali Gul

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International Journal of Supply Chain Management
ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.3, pp 37 - 61, 2024
www.iprjb.org
Reduction of Lean Wastes by Using Value Abstract
Stream Mapping: A Case Study of Textile Purpose: Lean manufacturing, originating from the
Company in Pakistan Toyota Production System (TPS), aims to reduce
waste and optimize resources. Developed countries
must adopt Lean practices for performance
Atam Kumar Jessani1, Ramesh Kumar2 improvements while developing countries often use
just-in-case approaches. Value Stream Mapping
and Ali Gul3
1 (VSM) is a crucial tool for diagnosing,
Master student in the Department of Engineering
implementing, and maintaining Lean
Management at the Università Della Calabria,
Manufacturing, helping identify improvement
Rende, Cosenza, 87036, Italy
2 opportunities and eliminating waste. The research at
Master's Student, Department of Engineering for
the company aims to eliminate Lean wastes and line
Natural Risk Management, Università degli Studi
unbalancing issues to improve lead time and the
di Genova, Italy
3 value-added ratio (VAR), enhancing production
Department of Industrial Engineering and
efficiency. The research aligns with Sustainable
Management, Mehran University of Engineering
Development Goal 12 (Responsible Production &
and Technology, Pakistan.
Consumption) by focusing on waste reduction.

Article History Methodology: The research uses time study, Edaw

max, and Visio software to analyze tasks, create
Received 23th February 2024 VSMs of current and future states, and control charts
Received in Revised Form 1st March 2024 to examine data variations over time. Data collection
Accepted 9th March 2024 involves cycle time, batch size, packet size, and the
number of workers required for each activity.
Findings: The research objectives include studying
the existing scenario of production units via VSM,
identifying, and eliminating Lean wastes, and
comparing proposed and existing scenarios for
improvement opportunities. The literature review
highlights the importance of Lean manufacturing in
How to cite in APA format: eliminating unnecessary processes, reducing lead
time, and fostering positive stakeholder
Jessani, A., Kumar, R., & Gul, A. (2024). Reduction of
Lean Wastes by Using Value Stream Mapping: A Case relationships.
Study of Textile Company in Pakistan. International Unique Contribution to Theory, Practice and
Journal of Supply Chain Management, 9(2), 37–61. Policy: This study suggests the better way to reduce
https://doi.org/10.47604/ijscm.2399 the lean wastages and balance the line by using VSM
technique. The future state VSM is created to
conceptualize potential improvements and gather
feedback, focusing on reducing non-value-adding
tasks, work-in-process inventory, workforce, and
overall process time.
Keywords: Lean Manufacturing, Lean Wastes,
Value Stream Mapping, Textile Industry, Stitching
Department, Time Study

©2024 by the Authors. This Article is an open access

article distributed under the terms and conditions of
the Creative Commons Attribution (CC BY) license
(http://creativecommons.org/licenses/by/4.0/)

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ISSN 2518-4709 (Online)
Vol.9, Issue 2, No.3, pp 37 - 61, 2024
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INTRODUCTION
Toyota Production System (TPS) introduced lean manufacturing; a concept adopted by
developed countries for performance improvements. However, developing countries still use
just-in-case approaches, leading to poor performance. Implementation of lean manufacturing,
piloted by Toyota in the 1970s, reduced waste and inventory[1]. Lean manufacturing reduces
waste by focusing on value-added and non-value-added activities. Tools like value stream
mapping reduce lead time, cycle, and takt time, and improve production. Hybrid production
control strategies enhance results and reduce inventory[2]. Lean manufacturing (LM) is a
crucial evolution in various sectors, involving all organizational levels. VSM, a technique for
diagnosing, implementing, and maintaining LM, helps identify improvement opportunities and
waste elimination, providing a standardized approach[3].
Value Stream Mapping (VSM) is a qualitative process that maps the manufacturing plant state,
identifies waste, and eliminates it, aiding small-scale industries in understanding Lean
Manufacturing's power by reducing cycle times, lead times, and inventory[4]. It is a lean
manufacturing method that enhances inventory and information flow, identifies waste, and
implements lean principles. It outlines customer requirements, process steps, metrics,
inventory, supplier material flows, total lead time, and Takt time [5]. Value stream mapping is
a lean tool for analyzing a company's current scenario and information flow, identifying
problems and opportunities for improvement. It covers all processes from customer orders to
product delivery, ensuring efficient data collection and planning[6].
Value stream mapping is a tool for enterprise improvement that visualizes production
processes, including material and information flow, and documents relationships between
manufacturing processes and management controls[7]. It is a crucial tool in lean manufacturing
(LM) that helps identify waste in value streams and find appropriate routes for its removal. It
involves visually mapping the flow of information and material, including resources and
communications. LM focuses on delivering high-quality products on time and at the lowest
cost, eliminating waste by all members of the organization. VSM has been successfully
implemented in small and medium enterprises (SMEs) to improve their competitiveness and
produce high-quality products[8].
Organizations are increasingly competitive due to increased customer demand, leading to a
need for improved production processes [9]. To reduce waste, value stream mapping (VSM)
tools are used to analyze material and information flow, identify losses, and reduce the time
between order placement and product delivery. VSM can be analyzed statically or through
simulation, adding time dynamics and aiding decision-making regarding production process
changes[10].
Problem Statement
Currently, textile company is facing an increased Lead time issue related to the supply,
production & transportation. It is observed in the literature that increased lead time issues
occurring in production may also lead the poor production efficiency which is also caused by
lean wastes & line unbalancing issues. Hence the focus of this study is to eliminate lean
wastes & line unbalancing issues of production to improve the lead time and value-added ratio
(VAR) for enhancing the efficiency of production.
Research Aims
Considering the above problem statement & following the sustainable development goal. The aim

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to improve the flow of production lines through the elimination of lean waste.
Sustainable Goal
The SDG followed in this research is SDG12 which is Responsible Production & Consumption
which means the preservation of resources during production and Consumption through waste
reduction.
Research Objectives
To study the existing scenario of production units via VSM. To identify & eliminate Lean Wastes
of production units. To compare proposed & existing scenarios via VSM for improvement
opportunities.
LITERATURE REVIEW
Lean manufacturing eliminates unnecessary processes, reducing lead time and waste. It's a
method that fosters positive relationships between customers, producers, and suppliers. Despite
initial challenges, successful implementation can lead to increased customer satisfaction and
reduced inventory [8]. Lean methodology is a flexible solution for various production or service
creation industries, with five basic tools for implementation. It focuses on inventory reduction,
efficient manpower utilization, order lead time improvement, customer satisfaction, and
statistical process control. Value stream mapping (VSM) maps an organization's entire process,
identifying value-adding and non-value-adding processes[1].
The Lean Production System (LPS) is a systematic approach to identifying and eliminating
wastages in manufacturing processes to improve customer satisfaction and reduce costs. It
consists of tools like VSM, 5S, SMED, and standardized work, which focus on specific aspects
of a manufacturing process to eliminate waste and improve quality while reducing production
time and cost. VSM has been applied in various industries, such as bread manufacturing in
Zimbabwe, semi-automated factories in Texas, and crankshaft manufacturing in India[11].
Toyota pioneered value stream mapping (VSM) techniques to implement Lean concepts,
minimizing waste and ensuring a continuous flow of products and information throughout a
value stream through visualization[12]. In today's global market, companies are implementing
lean manufacturing strategies like the Toyota Production System (TPS) to improve efficiency
and competitiveness. Lean thinking involves defining value from customer perspectives,
determining value streams, achieving flow, scheduling production, and seeking perfection
through continuous improvement. Lean accounting and thinking provide reliable decision-
making information[13].
Value stream mapping (VSM) is a visual tool that captures the input/output of various
processes, based on five lean management principles: defining value, developing value
streams, eliminating wastes, and allowing uninterrupted flow. Toyota's average value-added
time is over 50%, and wastes in the Product Development Process should be identified and
eliminated[14].
Lean manufacturing is a strategy adopted by major manufacturing plants in Asia, particularly
in Malaysia, to remain competitive in the global market. It focuses on cost reduction by
eliminating non-value-adding activities and waste from each step in the production chain. Lean
manufacturing tools and techniques, such as just-in-time (JIT), cellular manufacturing, total
productive maintenance, and production smoothing, have been extensively used since the birth
of the Toyota Production System. The Toyota Production System (TPS) is a systematic

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approach to identify and eliminate waste activities through continuous improvement[15].

Lean management, developed by Toyota in the 1940s, focuses on reducing non-value-added
activities like waste. Value Stream Mapping (VSM) is a crucial tool for lean thinkers, aiding
in waste elimination. Lean has contributed to organizational objectives like profitability,
efficiency, and customer satisfaction. However, the integration of lean with green initiatives is
a recent research stream, aiming to improve environmental performance[16]. Toyota's
executive Taiichi Ohno developed TPS, focusing on quality and diversity in the automotive
industry. Lean manufacturing aims to maximize value by eliminating production waste. Ohno
identified seven common wastes, which negatively impact production costs and productivity.
Lean management methods have been successful in various industries[17].
The integration of Lean and Green principles in industries has led to the development of tools
like Green VSM and Sustainable VSM. These focus on energy and cost savings, while green
manufacturing includes environmentally friendly materials and processes. IoT technology
offers a digital twin enabled VSM solution[18].
The use of Value Stream Mapping (VSM) in Zimbabwe's bread manufacturing industry,
highlights its effectiveness in reducing waste. The case study demonstrates that the VSM tool
reduced defects by 20%, unnecessary inventory by 18%, and motion by 37%. The study
emphasizes the importance of waste relationship ranking and management commitment to
waste reduction, highlighting the potential of VSM in enhancing manufacturing efficiency[19].
A value stream mapping study in Fars province, Iran, reveals significant data gaps in wheat
and bread loss and waste. The study identifies hotspots in farms, food service, and households,
highlighting the need for transparency and further research. The study suggests that researchers
can use this holistic approach to investigate loss and waste in other food items across different
geographical contexts, enhancing the scope of lifecycle assessment and circular economy
studies[20].
The Value Stream Mapping (VSM) method was used in Southern Africa's iron and steel
industry to identify and evaluate industrial waste. The method involved collecting and verifying
waste generation data, mapping waste generation and fractions, and compiling state maps. The
first year saw a 28% reduction in waste and a 45% reduction in waste removal costs, exceeding
the initial 5% reduction target[21].
One project demonstrates the importance of Value stream mapping (VSM) in enhancing
productivity and business strategy in the power generation industry. By identifying and
redesigning a layout, a new layout was developed, demonstrating the practicality of VSM in
generating effective genset manufacturing assembly[22].
VSM is a lean manufacturing technique that helps organizations identify and eliminate waste
in their processes. It bridges the gap between current and future state, reducing variation,
inventory levels, and system flexibility. Studies have shown that VSM can reduce system
waste, minimize resources, and optimize performance. It is a proactive approach that helps
choose the best technological approach at the beginning of a project[23].

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What is Value Stream Analysis?

Planning tool to optimize results of eliminating waste.

Figure 1: Value Stream Analysis. [24]

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METHODOLOGY

METHODOLGY

Gather Literature Review

Identify Critical Shop Floor

Collect Collect Material

Identify Wastes
Information Flow Flow

Draw Current State Map Based on

Information Collected

Identify Main Problems & Possible

Improvement Strategy in Each Operation

Draw Future State Map

Figure 2: Research Methodology

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Time Study
"Frederick Winslow Taylor" created the "Time Study" method to establish benchmark times for
various tasks or projects. Time studies are typically conducted in environments with
repeating work cycles that range in length from short to long and where there are many different
types of work. This is because time studies require participants to observe an activity directly
and continuously while also using a timekeeping device to track how long it takes to complete
a task[25].
An examination of how time is used can lead to the creation of standards for directing or
controlling performance as well as a set of standards for directing efforts to improve current
circumstances. In the absence of basic time study data, it is impossible to assess whether a task
or piece of work has improved over time or whether there are variations in how well it is
completed within a unit. As a result, through time study, we carefully analyze the task or activity
to minimize or eliminate any unnecessary aspects of the work involved and then approach the
task or activity in the best way possible[26].
Stopwatch and time study forms or sheets make up the time study equipment used in this study.
A reliable clock with a second-hand clock and a calculator should also be present in the study.
The time study forms or sheets are used to record the observations made during the time study
and the stopwatch is used to calculate or measure how long it takes to complete the specific
activity. As a result, all the crucial information about the time study is recorded on the time
study methods or sheets of material[27].
Software Used in the Study
In this research, used Edaw max and Visio software to make Value Stream Mapping of Current
and Future state and Production Flow.
Control Charts
A particular type of chart used to examine how the data varies over time is the control chart. In
Excel, it is also referred to as a behavioral chart or Shewhart chart. It is used in business
statistics to assist users or viewers in analyzing how any process changes. Its components are
the control line, as well as the upper and lower control lines, and it is made with the aid of
computations of the data's average and standard deviation.
Data Collection and Analysis
The data collection and analysis framework in research focused on Value Stream Mapping
(VSM). VSM is a powerful lean management tool used to analyze and improve the flow of
materials and information in a process or value stream. It helps identify waste, bottlenecks, and
opportunities for improvement. Data collection and analysis play a crucial role in VSM
research to gather relevant information, identify process inefficiencies, and make data-driven
decisions for process improvement.
The following framework outlines the key steps involved in collecting and analyzing data for
a research thesis on VSM.

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Figure 3: The Framework for VSM

On the Company Building's First floor (Pakistan), various products are being produced, out of
which the Stitching department was selected for this study. It's needed to decide the limits of
our map to bind the process. The study considers in stitching department on the Duvet object
and to improve their process. But In Value Stream Mapping current and future Value Stream
Mapping has been written all the processes from start to end.
In addition to information flow in this step how the customer places the order and how it is
transported to the supplier. In the Manufacturing industry gives orders to the production
department based on the weekly plan. Therefore, it was considered an electronic information
flow hence the symbol was used accordingly. Inside the factory, Information flow starts by
generating material requisition numbers from the production team, proceeds through
confirmation at the store, and ends when a Material Receipt Note (MRN) is received at
company unit 01 FWH (WAREHOUSE). A manual information flow icon was used to
represent this flow because MRN is manually written, authorized, and handled throughout the
flow.
Process the Data Box: recording actual data at the working area, we tried to avoid “historical”
data where possible, noticing current information. For this research, the data required was cycle
time, batch size, packet size, and number of workers required to perform the activity. This data
was recorded in the “data boxes” placed below process boxes on our Value Stream Map, as
shown in Figure 4.

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Data Box
Cycle time
Frequency
Batch size
No: of workers
Total Production
Figure 4: Process Data Box
The addition of inventory during the processes, wherever it is seen, is the fourth step. Inventory
was seen at four locations, which are divided into three categories: storage, work-in-progress,
and finished goods inventory (not including the main warehouse, which we regarded as the
supplier). The current state map has a timeline that can be used to determine both the lead time
and the total cycle duration. Both the value-added and non-value-added times were shown on
the timelines. The peaks on the timeline represent the times that added value, while the valleys
on the timeline represent the times that did not.
The final step is to add more symbols to the current state map, such as quality checks, transport,
push or pull arrows, and operator symbols, to represent activities besides processes and
inventories. These symbols were added, and the result was a current state value stream map, as
seen in the figure below.

Figure 5: Current Value Stream Mapping of Company

Interpreting the Current State Value Stream Map
Current state VSM represents the flow of information and flow of material throughout the value
stream. It assisted in identifying non-value-added activities. This research focused on some

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processes but main focus in Stitching i- e; Line Balancing and Cutting Stitching processes.
Each process is explained in detail with a flow diagram and time for each activity involved in
it.
Cutting Process Department
The following figure shows the process of cutting the department. Various steps are included in
the department and those are followed by each article during the cutting process.

Figure 6: Cutting Process

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Cutting Data Formulas

Table 1: Cutting Data

Operations Table 1 Operations Table 2
Article Duvet Front Article Duvet
Manpower 4 Reverse
No Of Layers In 6 Inch 80 Manpower 4
Height No Of Layers In 6 Inch 300
No Of Meters 3.5 Height
Cycle Time of Layer 10 No Of Meters 3.5
(Sec) Cycle Time of Layer (Sec) 20
Total Time Of 1 Range 13 Total Time Of 1 Range 100
(Min) (Min)
Marking Time (Min) 8 Marking Time 9
Relaxation Time (Min) - Relaxation Time (Min) -
Machine Cutting Time 8 Machine Cutting Time 9
(Min) (Min)
Bundling Time (Min) 20 Bundling Time 25
Total Production 280 Total Production Meters/Ct 1050
Meters/Ct
Cycle Time Of 1 Range (Hrs.) 0.82 Cycle Time Of 1 Range 2.38
(Hrs.)
Total Ranges 9.12 Total Ranges 3.15
Total Production Meters/Day 2554 Total Production Meters/Day 3304

Grand Total Production/Day 730 Grand Total Production/Day 944

Actual Production 700 Actual Production 850

Efficiency 96% Efficiency 90%

The above table shows the cutting data of two different articles, in the table different operations

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are included.
Stitching Process Department
The following figure shows the process of stitching the department. Various steps are included
in the department and those are followed by each article during the stitching process.

Figure 7: Stitching Process Department

Process of Flow of F Fabric Receiving, Issuance and Return
In this process, analyze the whole process of where are from the flow of fabric receiving,

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and issuance and then the return process.

Figure 8: Process of Flow of F Fabric Receiving, Issuance and Return

Before Line Balancing of Stitching of Duvet:
The organization of machine capacity in a layout to ensure a reasonably uniform flow at
capacity operation is known as line balancing.
In Before Line balancing, the total production is less, and takt time is more according to
the production.

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Table 2: The results before Line Balancing of Stitching of Duvet

RESULTS
Table 3: Results of Piping Duvet-Glamour Oxford before line balancing
PIPING DUVET - GLAMOUR OXFORD
SAM (min) 10.83
Number of machines 18
Total Production Capacity/Cell (Pcs) 635
Per Hour Pcs Per Cell (Pcs)Number of pieces per hour 50
The above table is of piping duvet glamour oxford before line balancing. In the table the SAM
is 10.83 Min, 18 machines are used, the total production capacity per cell(pieces) is 635, and
50 pieces are per hour per cell.
Stitching Data Formulas

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After Line Balancing Stitching of Duvet: In After Line Balancing, we precise and arrange the
machine process sequences and increase the total production per pics in the required time.
Table 4: After Line Balancing of Stitching of Duvet

Table 5: Results after Line Balancing

PIPING DUVET - GLAMOUR OXFORD
SAM (min) 10.83
Number Of machines 18
Total Production Capacity/Cell (Pcs) 636
Per Hour Pcs Per Cell (Pcs) 85
The above table is of piping duvet glamour oxford before line balancing. In the table the SAM
is 10.83 Min, 18 machines are used, the total production capacity per cell(pieces) is 636, and
85 pieces are per hour per cell. Look now at the new production capacity is changed and pieces
per hour are increased on the same machines and SAM. Here means considering the number
of pieces is increasing at the same machines and SAM. The total production is increasing means
first was less but after line balancing total production increased.

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Before Line Balancing of Stitching and Checking of SHAM

Table 6: Before Line Balancing of Stitching and Checking of SHAM

The above table shows data on stitching and checking of SHAM before line balancing. In the
table the SAM is 1.80 Min, 10 machines are used, the total production capacity per cell(pieces)
is 2125, and 283 pieces per hour per cell.
After Line Balancing of Stitching and Checking of SHAM
Table 7: After Line Balancing of Stitching and Checking of SHAM

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The above table shows data on stitching and checking of SHAM after line balancing. In the
table the SAM is 1.97 Min, 9 machines are used, the total production capacity per cell(pieces)
is 1747, and 233 pieces per hour per cell. Here the number of machines decreased, SAM
increased, production capacity decreased, and per-hour pieces were also decreased. Due to the
decrease in machines other operations are decreased. The total production is also increasing
look at table.
Before Line Balancing of Packaging of Duvet Set
Table 8: Before Line Balancing of Packaging of Duvet Set

The above table shows data on packing before line balancing. In the table the SAM is 2.74
Min,11 persons are working, the total production capacity per cell(pieces) is 1536, and 205
pieces per hour per cell.

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After Line Balancing of Packaging of Duvet Set

Table 9: After Line Balancing of Packaging of Duvet Set

The above table shows data on packing after line balancing. In the table the SAM is 2.74 Min,11
persons are working, the total production capacity per cell(pieces) is 1536, and 205 pieces per
hour per cell. But now look at the table on the same number of persons the production is
increasing.
Overall Observations
To obtain precise data on industry cycle durations, performed time studies for this research. The
study separated the procedures into various tasks and determined the duration of each task. The
time studies in the stitching department provided us with the actual cycle times for every
activity. The process of closely monitoring and documenting human labor to determine how
long it takes to complete a task is known as a time study. Within the stitching department,
conducted time studies and recorded thing cycle times for each operation using pre-made tables
and a stopwatch, as seen above. The study utilized the crucial information these cycle times
provided to us in our VSM. To determine which actions, bring value and which do not. The
production per cell changes both before and after the balancing line, and the cycle duration
increases because of the increased production and removal of certain non-value-added motions.
Creating the Future State Value Stream Mapping
Following some discussion, the present state of VSM was examined; very few possible
outcomes were found. A future state VSM with a kaizen burst to show the amount of NVA time
and the potential for improvement. The future state map is a conceptual representation of a
possible future that was made to gather feedback. The Steam map offers the best value in terms

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of cost. The ongoing pursuit of improvement is the main goal of the future state map. Achieved
this by reducing the time spent on non-value-adding tasks, the work-in-process inventory, the
workforce, and the process.

Figure 9: Creating Future VSM

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Results and Analysis of Current and Future Value Stream Mapping

Figure 10: Compare Current and Future VSM in Production/Shift

The above graph suggests that VSM plays a crucial role in production, the figure shows in future
the production can increase if the company implements the VMS technique.

WAITING TIME (DAYS)

1
1

0.9 0.75
0.8

0.7 0.5 0.52 0.5

0.6

0.5 0.2
0.4

0.3
CUTTING STITCHING PACKING

CURRENT VSM FUTURE VSM

Figure 11: Compare Future and Current VSM Waiting Time (Days)

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The above figure shows current waiting time is high so in the future if the company implements
the VMS technique, then the waiting time will decrease.
LEAN WASTES
3437.5
3500 2816
3000 1190
1308.9
2500 450

2000 103.4 45.8 21.6 248.6

584.14
113.62 61.2 201.73
1500 22.34

1000

Current state(minutes) Future state(minutes)

Figure 12: Compare Current and Future VSM of Lean Wastes

The above figure shows current waste is high so in the future if the company implements the
VMS technique, then the lean waste will decrease.

Value Added Ratio

(VAR)

0.41, 41%

0.60, 59%

CURRENT STATE FUTURE

STATE

Figure 13: Graph of Value-Added Ratio Compare of Current and Future VSM

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The above graph shows the comparison of the value-added ratio of current and future VSM.
CONCLUSION AND RECOMMENDATIONS
Conclusion
Based on the analysis/results of this study, it is concluded that the VSM can be a simple and
effective tool for the Textile industry to visualize & analyze the Lean wastes that occur in
information, production & material flow. It is also observed that the traditional way to develop
VSM is time-consuming and due to its static nature sometimes it fails to provide the eye bird
view of whole the system with accurate & reliable data. Hence Future work could focus on
creating a unified dashboard where the diagram as well as the comparisons of future & current
state maps can be digitized/displayed in one place to analyze the lean wastes and performance
of the overall production unit.
Recommendation
The revolution of Industry 4.0 emphasizes the methods of obtaining digital data to provide
dynamic & quick solutions to the problems faced by the industries. Hence it is suggested that
the process of VSM should be digitized to visualize and analyze the lean wastes.
As of now, VSM seems to be the most effective tool to fulfill most of the objectives of lean
manufacturing systems. Hence it is suggested that the Pareto & OEE analysis followed by VSM
should be mandatory to achieve the high-quality performance of Lean systems.
It is also noticed that implementation of the future state of VSM requires the process of re-
engineering, so it is suggested that long-term training is mandatory to be given to the employees
for better results of improvement opportunities.
It is also reported that the focus of many researchers & practitioners remains the reduction of
lean waste in the production area of the company. Hence it is suggested that supply &
transportation are also potential areas for the reduction of lean waste to improve customer
service.
Recommendations
To transform the value stream holistically Expansion of Lean Principles Consider the
advantages of incorporating pull systems and just-in-time (JIT) inventory management into the
cutting, checking, and packing processes. Develop training programs to ensure that all staff
members are aware of lean processes and are capable of actively participating in them.
Implementing employee engagement initiatives will help to promote a culture of continuous
improvement. To improve material flow within the stitching section, investigate the use of
Kaizen or other inventory control techniques. The research focuses on eliminating the lean
waste unlined-balancing issues and non-value-added ratio. And analyses the results through
graphs. This study improved the building's first-floor nonvalue-added activities and unlined
balancing issues. Further, work on this topic and can focus on the different production areas
like stitching checking Quality control, and so on.

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Vol.9, Issue 2, No.3, pp 37 - 61, 2024
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