Competency Demonstration Report (CDR)

Question: Describe about the Competency Demonstration Report (CDR). Answer: Introduction CE 1.1.1 The career episode describes the first project that I have done in Laguna Clothing Pvt Limited. This project indicates the change in the production system of the organization. The duration of the project was March 2015 to December 2015. I was under the probationary period of three months while I joined the organization as the assistance manager. CE 1.2 Laguna Clothing Pvt Limited gives outline and nature of Italian items with the phenomenal quality for Asian assembling. It is a flawless fit for medium and abnormal state brands of formal Shirt fabricating. CE 1.3 Background CE 1.3.1 Making the lead time less was the primary objective of the project as it is the core of every lean related action. The project concentrated on contemplating the Value stream of the procedure and decreasing the none seem added exercises to achieve the client in the briefest conceivable time. High level of an impulse purchase, low capability, the shorter lifecycle of production and few others are the types of the issues that the garment industry is facing right now. CE 1.3.2 The lean tools can be considered as the most effective component for getting flexibility in the clothing industry. CE 1.3.3 Additional inventory, waiting for products and rework these are the non-value added work. The goal of the project was to fulfill the client in the shortest time possible by eliminating those non-value added tasks. CE 1.3.4 My responsibility as an assistance manager in the Lean department was to create the proposal in terms of the flow of the project and including the related stakeholders for collecting feedback and discuss few aspects before the commence of development. I contemplated the procedure from request start stage to completed merchandise conveyance and concluded that the processing plant or the creation had a most extreme degree for development as it was the spot where we could see the transformation of the crude materials to completed products. CE 1.3.5 In order to reach the goal of the project I studied several case studies of the garment industry. CE 1.4 Personal Engineering Tasks CE 1.4.1 Along with the identification of the gaps that have to be improved, I started making in detail present state value stream map in terms of the entire process through carrying out time study. The benefit from the map is that I got recognized maximum time consumptions by the sewing parts. CE 1.4.2 Because of the complexity of the tasks, high skills were required for making quality work environment in the production system. CE 1.4.3 The sewing lines took after the dynamic pack framework which is the most customary type of piece of clothing assembling. The lead time for the parts and get together segment summed up to be five days of the aggregate lead time of 11 days including the pre-creation arrangements and mass generation in the production line. CE 1.4.4 I made a summary of the report which consisted the information regarding the outcome of the analysis on the high implication of the work in progress. They completely concurred with my decisions that the gigantic WIP was the real issue that expanded the throughput time too expanded the revamp rate. The revamp rate was high on the grounds that when the checker would achieve the issue pieces, there would be numerous packs of such pieces officially sitting tight to check. Now and again, despite the fact that the pieces of clothing were sewed and kept prepared however they couldn't be stuffed because of high WIP and ordinarily the inadequate parts would be shrouded which made it hard to clear them while finishing the last request amount. The WIP was a purpose behind lessened adaptability, and it additionally made line adjusting dangers. The difficulty in accepting a flexible manufacturing system was the batch processing as it narrowed down the learning of the operators. CE 1.4.5 These examination and perceptions were the real issues which I chipped away at. I had seen the piece of clothing commercial enterprises which had executed eton a programmed arrangement of holders which would move to administrators area for the operation and move further for culmination and if there should arise an occurrence of revamp the eton would stay in a circle to be cleared later. CE 1.4.6 UHS system was the first system that was implemented by us. The installation of the system located in the line of Line numbers four. I acknowledged a supplier in Chennai, which is a part of the garment industry and used the Eton before. At most twelve operations were involved with each of the assembly lines and the line number four was consisted with three assembly lines. As per every workstation, seven hangers had been considered. CE 1.4.7 In terms of avoiding the irrelevant activities I had also worked with the IE team. The actions in the training sessions had also been consulted by me regarding some alterations in the implementation of the production system. CE 1.4.8 The layout was set and operators were ready for the big day. The number of work in progress in the assembly line was zero. CE 1.4.9 My suggestion to the IE team was to carry out a video analysis. It is because I wanted the implementation process to be fully accurate. The hangers were loaded with the parts as per the sequence of operation. For join shoulder operation they would evacuate just the front parts and connect it to back part which was on the holder. CE 1.4.10 After an effective trial of one month with the required institutionalization I led a period investigation of the operations and plotted to record the lead time. The sewing segments lead time radically decreased by 1.5 days. The WIP was zero in the gathering segment. The generation had expanded, and the administrators were cheerful to get great motivator sum. The revamp rate decreased to under 2%. CE 1.4.11 The unit hanging system was as per the expectations of the management. CE 1.4.12 The management took the decision of installing the UGS system in the parts system also. It made Laguna the first every organization to install UHS in the parts. CE 1.4.13 As front was a challenging section, I put the severe focus on the multi tasking and operator capacity. Five hangers, ten hangers, and seventy two hangers were considered by me in areas operations, checkpoint and matching area respectively with ten percent allowance. CE 1.4.14 The administrators were readied, and they were propelled as UHS had demonstrated positive in a get together area and it helped them get the better motivating force. The UHS wasintroduced three weeks after the fact and since I knew the inadequacies of this framework I had taken at most care to maintain a strategic distance from such circumstances. CE 1.4.15 The other line has experienced the implementation of the system because of the success of work I undertook at first. CE 1.4 Summary: CE 1.4.1 The application of the knowledge and experience that had collected from my past project was a crucial factor in the success of the project. The responsibility of handling several other projects was put upon me. CE 1.4.2 I comprehended that arranging and execution are real parts in any undertaking. I consistently upgraded my venture status and caught up with other colleagues in my task to know the overhauls furthermore upheld them at whatever point they required my help. CE 1.4.3 The new production system consisted of various tangible and intangible advantages. Five days reduction in the time of throughput occurred in sewing to two days. Because of the removal of irrelevant trolleys, thirty three percent of space was gained on the floor. CE 1.4.4 There were additionally a few burdens of the framework.