DEPARTMENT OF MECHANICAL ENGINEERING

WORKPLACE INNOVATION
and its effect on Small and Medium Sized
Enterprise in India

PROJECT GUIDE : MADAN PRASAD

YASHI MITTAL (1509140187)
PREETI VERMA (1509140117)
 OBJECTIVE

 To implement WorkPlace Innovation in textile industry in India.

 Reduce various non-value added activities and effective utilization of
workers.
 To eliminate the causes for defects and wastes using 5s principles
 Study the results and effects before and after implementation of WPI
in SME’s of INDIA.
WHAT IS WORKPLACE INNOVATION ?
 Workplace innovation :
Change in business structure, Human Resources management,
relationships with clients and suppliers, or in the work environment itself.
 It motivates and improves working conditions for employers, which leads
to increased labor productivity, innovation capability, market
resilience, and overall business competitiveness.
 It creates a positive work environment for the employees, thereby
increasing their capacity and job satisfaction.
 All enterprises and organises, no matter their size, can benefit from
workplace innovation.
 Different from technological innovation.
THE FIFTH ELEMENT
 LEAN MANUFACTURING
The core of Lean is based on the continuous pursuit of improving the processes, a
philosophy of eliminating all non-value adding activities and reducing waste within
an organization.
 5-S PRINCIPLE
• To sort and classify means to divide and arrange according to type, size, categories or
Sort frequency of use, labeling with different colors and place in special locations.

• To organize is to set in order a group of objects, to establish a rational, methodical and

systematic order of all production elements with the aim to always have the necessary
Set in amount when they are needed.
order
• This involves removing what is not necessary to the workplace and keeping everything in
the best possible state, based on maintenance and constant care.
Scrub
• Standardization of 5S activities refers to normal working activities and consists in
developing work instructions: color schemes, aisle marking, cleanliness standards and
Standar cleaning schedules.
dization

• This involves sustaining the methodology adopted so far.

Sustain
 MOTIVATION
 Success in the Industry 4.0 naturally requires that our industries
use the best available technologies. But technologies alone are
not the answer.
 We need to put more
focus on human factors.
Workplace innovation not
only aims at fostering
innovation capacities, it
also allows business to
remain innovative and
adapt to changes more
quickly and smoothly.
 METHODOLOGY
Identify the gaps (Survey + data collection from management)

Responsibility for gaps is identified

Sewing section is analyzed for wastes

Major reasons are analyzed through cause & effect diagram

Self managed teams are formed

5-S principle is used to analyze and reduce wastes

Possible changes are implemented

Efficiency and defects are analyzed

 INDUSTRY PROFILE
 Fashions Flasher (India) Private Limited is a Private incorporated
on 04 May 1994.
 It is classified as Non-Govt company and is registered at Registrar
of Companies, Delhi.
 Its authorized share capital is Rs. 12,500,000 and its paid up capital
is Rs. 10,827,500. It has around 450 workers.
 Fashions Flasher (India) Private Limited currently have 6 Active
Directors / Partners: Anil Mundhra, Vimal Mundhra, Basant
Mundhra, Monika Mundhra, Bindu Mundhra, Madhusudan
Mundhra.
 DATA COLLECTION

 Observation of the production floor.

 Some past record from the industrial engineering and planning
department.
 Interview with workers.
 Survey
 SURVEY OF EMPLOYEES
Have there been changes in sewing method over years?
Do you feel like giving new suggestions ?
Are you comfortble interacting with opposite gender?
Do you feel like suggesting the manager sometimes?
Do you think the space is clean enough?
Do you have maternity leaves?
Are sufficient chairs available?
YES
Are you given sick leaves ?
NO
Does the company listen to your suggestions ?
NOT SURE
Are you allowed to take extra leaves ?
Do you want your family to join and work here ?
Are you satisfied with the income?
Are you satisfied with the job ?
Is there availability of clean drinking water?
Are washrooms available?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Sample Space: 100 employees

INTERVIEW
 IDENTIFIED GAPS
Processing Gaps Social Gaps
 Unneeded machine, table, basket, trolley  Lack of coordination and team
are in area. work
 Unneeded inventory, supplies, materials  Much idle time
are in area.  Lack of interest to improve and
 Aisle ways, unused machines, inventory innovate
locations are not marked.
 Machines are not properly cleaned.
 Oil leakage.
 Dust accumulation on finished products.
 MAJOR DEFECTS:

Hem width uneven Threads untrimmed

Raw edge Uneven stitch

CAUSE AND EFFECT DIAGRAM FOR
HEM WIDTH UNEVEN
 SUGGESTIONS FOR HEM BOTTOM
WIDTH UNEVEN
Cause types Causes Suggestions

Man Lack of job knowledge Provide adequate training to the

operators

Negligence Standard work instructions to

the operators to set the machine
as and when required.

Machine Bobbin thread Hourly checking of bobbin

setting.

Thread tension Use the needle size according

to thread and fabric thickness
CAUSE AND EFFECT DIAGRAM FOR
THREADS UNTRIMMED
 SUGGESTIONS FOR THREADS
UNTRIMMED

Cause types Causes Suggestions

Man Lack of skill Provide adequate training to

the operators

Improper handling To give instructions to the

operator about the garments.

Machine Failure of power Regular maintenance of

generators
CAUSE AND EFFECT DIAGRAM FOR
RAW EDGES
 SUGGESTIONS FOR RAW EDGES

Cause types Causes Suggestions

Man Lack of knowledge Provide adequate training to

the operators

Pattern dependent To motivate operators about

work and use proper guides

Work pressure on operators and folders

Method End line inspection Standard work instructions to

inspect garments properly.
CAUSE AND EFFECT DIAGRAM FOR
UNEVEN STITCH
SUGGESTIONS FOR UNEVEN STITCH

Cause types Causes Suggestions

Man Operator inefficiency Provide adequate training to the operators

Improper trimming Provide thread cutter to every operator and make

used to it.

Machine Improper finishing Use minimum pressure, No burns or rough spots

along the path of thread, Thread must fed
smoothly

Improve quality inspection system.

5S WORKPLACE CHECKLIST FOR SEWING
SECTION
 IMPLEMENTED SOLUTIONS

Before After
Excess/unneeded machine, table, basket, trolley are in work area removed
 Before After

Excess/unneeded inventory, supplies, materials are in work area removed

Before After
Solution to oil leakage
Covering of machines
Before After

Covering of denim placed in trolleys

Before After

Visual factory considerations

Inventory keeping as per visual factory ideas
RECORD BEFORE IMPLEMENTATIONS
Day count Total workers reported Total good produced Defected goods
1 420 856 402
2 411 878 403
3 408 867 398
4 410 875 306
5 415 910 591
6 409 898 431
7 409 852 410
8 410 865 412
9 412 863 398
10 410 872 365
11 409 873 410
12 408 875 411
13 415 862 408
14 413 850 398
15 412 874 401
RECORD AFTER IMPLEMENTATIONS
Day count Total workers reported Total good produced Defected goods
1 420 854 384
2 411 893 303
3 408 877 368
4 410 888 417
5 415 907 362
6 409 898 242
7 410 878 193
8 412 910 200
9 412 902 180
10 412 875 201
11 420 844 168
12 420 852 221
13 420 867 234
14 420 898 242
15 418 903 234
16 419 878 193
17 420 908 108
18 418 885 177
EFFICIENCY BEFORE IMPLEMENTATIONS

70
60
50
40
30
20
10
0
EFFICIENCY AFTER IMPLEMENTATIONS
90
80
70
60
50
40
30
20
10
0
 OVERALL RESULT
Before After implementation
implementation

Total number of Sample 5008 4667

inspected

Total number of Defective 360 239

garments

Percentage of DHU 7.19 5.12

 CONCLUSION
WorkPlace Innovation
Innovation in work floor
(physical components)
Develop better waste
management and inventory
control by applying lean
manufacturing and 5S principle.
Workers motivation and job
satisfaction.
Workers participation in
management process
(Human resource)
Motivation through voluntary
group formed and reduced
workload.
THANK YOU!