Implementation of kaizen for continuous
improvement of productivity in garment industry in
Bangladesh
Saima Akter,a Farasat Raiyan Yasmin,b Md. Ariful Ferdousc
KUET— Khulna University of Engineering & Technology Khulna 9203, Bangladesh
[email protected]
b
KUET— Khulna University of Engineering & Technology Khulna 9203, Bangladesh
[email protected]
c
KUET— Khulna University of Engineering & Technology Khulna 9203, Bangladesh
a
[email protected]
Abstract.Kaizen is a continuous improvement of process, often is considered to be the
building block of all lean production methods. The ultimate objective of this paper is to
increase efficiency and productivity in sewing floor of luggage manufacturing plant
through system simplification, process standardization, reducing waste and incremental
improvements by using modern techniques like Kaizen. By implementing kaizen, line
efficiency has been improved up to 7% and Defect per Hundred units has also reduced.
For industries, to remain competitive and retain market share in this global market,
continuous improvement of manufacturing system processes has become necessary.
Kaizen strives to empower the workers, increase worker satisfaction, facilitates a sense of
accomplishment, thereby creating a pride of work. It not only ensures that manufacturing
processes become leaner and fitter, but eliminate waste where value is added.
Keywords: Kaizen, TPM, 5S, PDCA, POKA-YOKE DHU, SOP, Just-In-Time, Root
cause analysis, Continuous Improvement
1 INTRODUCTION
All the garments industries are labor intensive, so the best utilization of labors of the
industry will assure the highest profit of company. Bangladesh is a country where labors
are available at low wages. Many garments have established their company in our country
to be benefited. So, improvement in product quality with incremental productivity
becomes necessary. Here comes the necessity of best utilization of modern techniques
like KAIZEN in garments industry. By implementing Kaizen worker safety, worker
satisfaction and pride of work were created which motivate them into work. Through
Kaizen strong small, incremental changes are routinely applied and sustain over a long
period which results in significant improvement in efficiency, quality as well as
productivity.
1.1 Kaizen
Kaizen is a Japanese hybrid work. It is a compound word involving two concepts: Kai
(change) and Zen (for the better). The term comes from Gemba Kaizen meaning
‘Continuous Improvement’ (CI). Continuous Improvement is one of the core strategies
for excellence in production, and is considered vital in today’s competitive environment.
It calls for endless effort for improvement involving everyone in the organization. Kaizen
requires no or little investment. The principle behind is that, a very large of small
improvements are more effective in an organizational environment than a few
improvement of large value. This philosophy implies that strong small,
incremental changes are routinely applied and sustain over a long period which
results in significant improvement.
1.1.1 Function of KAIZEN:
Two functions related to the executable work are distinguished in Japan


maintenance of the existing condition relying on the operations related to
complying with current standard of technology and management,
improvement of the existing condition-kaizen, being the function playing
the main role while the procedures and instructions are strictly
implemented.
1.1.2 Application process of KAIZEN method
Application process of kaizen method basically consists of:







definition of the improvement area,
analysis and selection of the key problem,
identification of the cause of improvement,
planning the remedial Centre measures,
implementation of the improving project,
measuring, analyzing and comparison of the results,
Standardization.
1.1.3 Techniques connected with KAIZEN
There are no strictly defined principles and instruments, which must be used by
management and employee, in order to achieve benefits and control the processes
of continuous improvement. However, several definitions and techniques are connected
with kaizen. These are:
TPM
TPM aims at maximization of machine utilization, operator, material, energy utilization,
reducing losses that that affect the work efficiencies which is extremes of productivity.
5 WHY
Basic for kaizen and at the same time the simplest organizing technique
simultaneously, captivated in motto “when you find a problem, ask why five times”; it
ask so many times as you will find the deepest reason of problem.
PDCA
Process of kaizen idea application is closed in PDCA cycle, Where:




plan (P) refers to establishing the aim for improvement,
do (D) is connected with implementing the plan,
check (C) defines determining whether the implementation has brought the
planned improvement,
Act (A) characterizes standardizing as the preventing recurrence of the original
problem or setting goals for the new improvement.
7 INSTRUMENTS OF THE QUALITY CONTROL
Pareto diagram, reasons and results diagram (so called Ishikawa diagram),
histogram, scheme, punctual diagram, check card most often with x-R diagram,
POKA-YOKE (ERROR PROOF)
poka-yoke solutions find application in stable processes and enable to drop of
frequency of defects for six sigma level,
5S
The basis of kaizen are constituted by 5s concept,




seiri-(selection); proper (suitable) preparation of a workplace, with the
elimination of everything useless.
seito-order (systemic); tidiness in a workplace, tools in the manner enabling
simple and quickly utilization,
seiso-clearness (cleaning); order in a workplace allowing on increase of
safety .
seiketsu-consolidation (standardization); reminding employees about their
duties in the aspect of care of used tools and equipment and about keeping
the workplace order,
1.2 OBJECTIVES





To improve line efficiency.
To reduce waste.
To reduce DHU.
To increase 5S score.
To apply standard operation procedure (SOP) for all operators by eliminating
non-value added activities
1.3 METHODOLOGY
Total summarization of Kaizen implementation is given below:





Collecting existing data including taking time calculation of existing line.
Balancing line by reducing non-value added activities
Identifying top 5 defects of current sewing line by root cause analysis and taking
corrective action to reduce these top 5 defects.
Auditing 5S of existing layout, taking corrective action. Auditing 5S after
Kaizen implementation.
Calculating the improvement in line efficiency and defect reduction after
implementing continuous corrective action known as Kaizen through 5days of
observation.
2 LITERATURE REVIEW
Kaizen originated in Japan in 1950 when the management and government
acknowledge that there was a problem in the current confrontational management system
and a pending labor shortage . First, it was been introduced and applied by Imai in
1986 to improve efficiency, productivity and competitiveness in Toyota, a Japanese
carmaker company in the wake of increasing competition and the pressure of
globalization. Since then, Kaizen has become a part of the Japanese manufacturing
system and has contributed enormously to the manufacturing success (Ashmore, 2001).
Kaizen forms an umbrella that covers many techniques including Kanban, Total
Productive maintenance, six sigma, automation, just-in-time, suggestion system and
productivity improvement, etc. (Imai, 1986) in figure 1 .
Fig. 1: The Kaizen Umbrella
According to Imai (1986), Kaizen is a continuous improvement process involving
everyone, managers and workers alike. Broadly defined, Kaizen is a strategy to include
concepts, systems and tools within the bigger picture of leadership involving and people
culture, all driven by the customer.
Watson (1986) says that the origin of Plan-Do-Check-Act (PDCA) cycle or Deming
cycle can be traced back to the eminent statistics expert Shewart in the 1920s.
Shewart introduced the concept of PDCA. The Total Quality Management (TQM)
guru Deming modified the Shewart cycle as: Plan, Do, Study and Act. The Deming cycle
is a continuous quality improvement model consisting of a logical sequence of these four
repetitive steps for Continuous Improvement (CI) and learning. The PDCA cycle is also
known as Deming Cycle, the Deming wheel of CI spiral.
Suzaki (1987) explains that CI is a philosophy widely practiced in manufacturing and
quality circles.
Teian (1992) describes that Kaizen is more than just a means of improvement because
it represent the daily struggles occurring in the workplace and the manner in which these
struggles are overcome. Kaizen can be applied to any area in need of improvement.
Hammer et al. (1993) explain that Kaizen generates process-oriented thinking since
processes must be improved before better results are obtained.
Deniels (1995) explains that the way to achieve fundamental improvement on the
shop floor is to enable operators to establish their own measures, to align business
strategies and to use them to drive their Kaizen activities.
Yeo et al.(1995) describe the viewpoints of various traditional quality management
gurus on the concept of ‘zero defects’ and ‘do it better each time’ that these strategies are
the important ways to improve quality continuously.
Williams (2001) highlights that CI techniques are the recognized way of making
significant reduction to production costs. Quality Function Deployment (QFD) is a wellknown technique for translating customer requirements for a product into functional
specification.
Abdolshah and Jahan (2006) describe how to use CI tools in both quantitative and
qualitative tools in different life periods of an organization have been discussed.
3. KAIZEN IMPLEMENTATION
Before implementing Kaizen the existing data and layout were analyzed. The time study
sheet for a sewing line named line 13 and SMV are listed in the following table 3.1. Here
10% allowance is considered. ISO specifies minimum 10% allowance for the entire
operator.
Table 1: Time study for different workers
SL
no.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Name
Shopna
Tania
nipa
Rina
Aklima
Nahar
Jorina
Rajia
Lima
Bina
Rita
Majeda
Josna
Khaleda
Maya
Machine
2NDL
SM
SM
SM
SM
2NDL
SM
SM
SM
SM
SM
SM
SM
2NDL
SM
Observed time
(sec)
1.75
1.80
1.58
1.66
1.77
1.52
1.95
1.93
2.05
1.88
1.54
1.58
1.60
1.60
1.65
Allowance
10%
10%
10%
10%
10%
10%
10%
10%
10%
10%
10%
10%
10%
10%
10%
SMV
(min)
1.93
1.90
1.74
1./83
1.95
1.67
2.15
2.12
2.25
2.07
1.69
1.74
1.76
1.76
1.82
3.1 Plan-Do-Check-Act Cycle
Plans were made to improve operation, the problems were identified and ideas were made
to solve those problems. Some changes were implemented on small scale. By checking
through Data check sheets and graphical analysis we were confirmed that plan and action
will bring desired result. Then we act promptly to implement the changes though process
standardization.
Fig. 2: The PDCA Cycle.
3.2 Standard operation procedure (SOP)
Implementation of Standard operation is necessary because of making it possible to
identify and eliminate variation in operator work to sustain gains achieved from past
Kaizen activities, to provide baseline for future Kaizen activities. Creating Standard
Operation:
1.
2.
3.
4.
Conducts cycle time analysis
Check documents each standard operation
Display the document
Ensures that all operators are trained
The objective of SOP is to prepare standard operation sheet for all operation and
machine. To standardize operation procedure time study is require observing the existing
method of processes. Then analyzing the processes slowly and eliminate the unnecessary
movement to standardized the method of processes. A standard method of process was
analyzed by the line supervisor. Then the ways or methods of processing were
documented. If the operators follow those methods properly, the non-value added time
will be reduced as well as the cycle time within taken time.
3.3 Cycle time balancing
After implementing SOP the non-value added activity is reduced as a result the process
becomes standardized. Before analyzing the existing layout the taken time of the line 13
was calculated. Taken time is the time which is precisely matches production to customer
demand.
Taken time =
net operating time
buyer demand
Here, order quantity by buyer= 6000 pcs & day in hand is 20 days=20*8*60 minutes.
Taken time =
20 ∗ 8 ∗ 60
6000
= 1.6 minute
Total cycle time limit (TTL) = Total value added activity (VA) + Total non-value added
activity
Table 2: Cycle time balancing by kaizen
SL
no.
Name
Machine
Taken
time
(min)
Cycle
time
(before)
Cycle
time
(after)
1
Shopna
2NDL
1.6
1.75
1.70
2
Tania
SM
1.6
1.80
1.77
3
Nipa
SM
1.6
1.58
1.59
4
Rina
SM
1.6
1.66
1.64
5
Aklima
SM
1.6
1.77
1.70
6
Nahar
2NDL
1.6
1.52
1.51
7
8
Jorina
Rajia
SM
SM
1.6
1.6
1.95
1.93
1.94
1.85
Kaizen Implementation
Reduce unnecessary
movement, rearrange of
material keeping.
Reduce unnecessary
movement
Reduce unnecessary
movement
Reduce unnecessary
movement
rearrange of material
keeping
Reduce unnecessary
movement
Allocate worker
Reduce unnecessary
material
9
Lima
SM
1.6
2.05
1.95
10
Bina
SM
1.6
1.88
1.84
11
Rita
SM
1.6
1.54
1.44
12
Majeda
SM
1.6
1.58
.51
13
Josna
SM
1.6
1.60
. 55
14
15
Khaleda
Maya
2NDL
SM
1.6
1.6
1.60
1.65
.60
.50
Rearrangements of
necessary equipments
Reduce unnecessary
movement
Reduce unnecessary
movement of worker
rearrange of material
keeping
rearrange of material
keeping
Periodic cleaning
Reduce bundle quantity
3.4 Existing 5s score
5S is a process and method of creating and maintaining a safe, organized, clean and high
performance workplace. In the following table the 5S score evaluation & scoring criteria
are that five or more than five problems are scored as zero. Similarly four, three, two, one
and zero problem are considered as one, two, three, four and five score respectively.
Table 3: 5s score sheet before kaizen implementation
SL
no
1
2
3
4
Factor
Unnecessary
items
Safety
Material
Storage
cleaning
Description
Unnecessary items are
not present in the
workplace. No items are
on top of machines,
cabinets or equipment.
Work areas are free of
safety hazards.
Firefighting and other
emergency/ first aid
equipment are
unobstructed and
correctly stored in a
correctly color-coded
area.
Boxes, containers and
materials are necessary
and stored neatly in
clearly labeled shelves of
cabinet
Machines and
equipments are clean,
windows and work
surface are clean. Floors
are cleaned minimum
once a day
Score
(0-5)
3
3
Defective level need for
improvement
1. Rework products are
present, unnecessary
fabric, thread are
present.
2. Work in process
products are not
arranged.
1. Large items i.e. boxes
, trays are arranged
incorrectly
2. No specific point for
emergency
equipment.
1.
3
2.
1.
3
2.
Defect garments are
stored in a tray.
Unnecessary material
such as: threads,
fabrics, zipper are
stored. Periodic
cleaning is not
exercised.
Unnecessary threads,
fabrics and yarns are
present
No specific place for
broom.
5
6
Equipment
maintenance
5S Control
All machines and
equipments are painted
neatly. Safety guards and
signs are correctly
installed. No fluid leaks
and frayed electrical
cords.
1.
2
weekly audits completed,
results graphed, sustain
those improvements
Total
5s score
2
Equipments are stored
far from the
workplace which
increases the
downtime and
interrupt the
production.
2. dust in equipment
3. oil leakage in
equipment
1.1 Only 2S (sorting and
shine) are followed.
16
16/6=2.67
3.5 Corrective action plan for existing 5s score
The existing 5S score of the sewing floor was 2.67. To increase the working environment
as well as 5S score some corrective action was taken. These corrective actions are listed
below:
1.
2.
3.
4.
5.
6.
7.
Remove unnecessary items
Material storage review
Stretcher not to be blocked
Easy access to first aid box
Floor cleaning
Clean machine
5S audit
Table 4: 5s score sheet after kaizen implementation
SL
no
Factor
Description
Score
(0-5)
Defective level need
of improvement
1
Unnecessary
items
Unnecessary items are
not present in the
workplace. No items are
on top of machines ,
cabinets or equipment
4
1.
Rework products
are present
2
Safety
4
1.
No specific point
for emergency
equipment.
3
Material
Work areas re free of
safety hazards. Fire
fighting and other
emergency/ first aid
equipments are
unobstructed and
correctly stored in a
correctly color-coded
area.
Boxes, containers and
3
1.
Defect garments
Storage
4
5
6
materials are necessary
and stored neatly in
clearly labeled shelves of
cabinet
Cleaning
Machines and
equipments are clean,
windows and work
surface are clean. Floors
are cleaned minimum
once a day
Equipment
All machines and
maintenance equipments are painted
neatly. Safety guards and
signs are correctly
installed. No fluid leaks
and frayed electrical
cords.
5S Control
weekly audits
completed, results
graphed, sustain those
improvements
Total
5s Score
2.
are stored in a
tray.
Unnessary
material such as:
threads, fabrics,
zipper are stored.
Unnecessary
threads, fabrics
and yarns are
present but less
in amount.
4
1.
4
1.
Equipments are
stored far from
the workplace
4
1.
3S are
followed(sorting,
shine,
standardization )
23
23/6=3.83
3.6 Reducing waste
The main objective of lean is to reduce wastes. If sewing floor defective garments are
regarded as wastes. So, if defects are reduced wastes are also reduced. It also improves
quality and efficiency of garments.
There are different types of defects in sewing floors. Some defects are given below:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Stitch density uneven
Down stitch
Open stitch
Wrinkle
Uneven stitch
Piping damage
Wrong insertion of puller
Binding damage
Bad thread tension
Webbing damage
Pleat
Broken stitch
Zipper waviness
over stitch
Stitch on bending head.
Loose thread
17.
18.
19.
20.
Pinch
Needle mark
Oil spot
Fabric damage
Fig. 3. Faulty display board.
3.6.1Root cause analysis
Fig. 4. Fish bone diagram for wrinkle problem
3.6.2 Corrective action for Defects
Table 5. Top five problems in sewing section
Quality issues
Action taken
1.Wrinkle
2. Zipper waviness
3. Wrong puller
insertion
4.Broken stitch
5.Uneven stitch
1. Parts should be joint carefully.
2. Heating of fabric from a specific distance can be
effective.
1. Zipper joint with fabric should be done correctly.
2. marking on zipper should be effective
1. Advice operators to put more attention while inserting
puller
2. Alter operators for reducing monotonous
1.Tension of bobbing cage and needle thread is adjusted
2. Advice to trim thread attentively
1. A little more attention can solve this problem
partially
3.7 Efficiency calculation
Efficiency is the comparison of what is actually produced or performed with what can be
achieved. In general efficiency is the percentage of output by input. In sewing floor the
equation for efficiency is given bellow:
Efficency =
Total output per line per day ∗ SMV
Total man power per line ∗ Total operating minute per day
Table 6. Day by day observed output of the line
Day
Output
1
350
2
355
3
365
At Day 1:
Total output per line per day=350
SMV=28
Total manpower=30Total working minute per day= 10 hour
=10*60 minutes
By using equation,
Efficency =
350 ∗ 28
30 ∗ 10 ∗ 60
= 54%
At Day 5(after implementing Kaizen):
Total output per line per day=360
SMV=28
Total manpower=30
4
370
5
390
Total working minute per day=10*60 minutes
By using equation
Efficency =
390 ∗ 28
30 ∗ 10 ∗ 60
= 61%
Table 7. Efficiency after implementing kaizen
Day
Output
Efficiency (%)
1
350
54
2
355
55
3
365
57
4
370
58
5
390
61
Fig. 5. Observed efficiency day by day.
Here, this bar chart shows that the efficacy of the process increased day by day
3.8 DHU calculation
Defects per hundred units (DHU) are the total no of defects found in all the inspected
garments in hundred units. DHU is considered as the total n of defected point of all defect
garments. DHU means that what are the defects points of per 100 defects. The equation is
given bellow:
DHU =
Total number of defect of inspected product
Number of inspected product
Table 8. DHU chart of existing data
Day
No. of defect point
1
379
2
358
3
384
4
340
5
329
No. of inspected
product
DHU
350
355
365
370
390
108
101
105
92
84
Fig. 6. Observed DHU day by day
Here, this bar chart shows that the defect per hundred units reduced.
4 RESULTS AND DISCUSSIONS
Kaizen implies that strong small, incremental changes are routinely applied and sustain
over a long period which results in significant improvement. At first, the plant layout,
machine tool arrangement, production flow, labor skill, work environment of the sewing
floor was taken into observation.
Table 9. Results for before kaizen implementation and after kaizen implementation with
comparative results
SL
no.
1
Objectives
Before kaizen
implementation
54
After kaizen
implementation
61
108
84
2
Line
efficiency(%)
DHU
3
5S score
2.67
3.83
4
SOP
Non-Value added
Value added for
some operations
Results
7%
increased
24 unit
reduced
1.16 unit
increased
Process
standardized
For the quality improvement in above categories, the basic kaizen techniques PDCA,
SOP, 5S scoring, root cause analysis was used by us. By applying PDCA, whole
improvement process were planned sequentially, the required corrective action were
taken. Those actions were checked, calculated and analyzed that it can be implemented
for improvement.
By applying SOP the process were standardized and cycle time were balanced by
reducing non-value added activities. Thus working environment and job safety were
improved. After implementing kaizen 5S scoring was increased by 1.16. The performance
of output is highly dependent on working environment. Improving the working
environment by making it clean and worker friendly the operators were self-motivated to
the works. So, the output was increased day by day.
For high quality product defect elimination is necessary. Root cause analysis was
performed to identify top defects and corrective actions were taken. After implementing
kaizen DHU reduced from 108 to 84. As defects were reduced waste were reduced which
helps to reduce unnecessary cost. Hence, Kaizen improves the quality and reduce cost.
By implementing Kaizen worker safety, job satisfaction and labor recognition were
imparted to workers. It motivate them into work, facilitates a sense of accomplishment,
thereby creating a pride of work, increase working skill, inspiration, confidence. If there
is extra intensive for good performance, proper training, labor motivation to work will
increase. Line efficiency was improved 7% after implementing Kaizen. Hence Kaizen
improves productivity along with the improvement of quality and reduction of waste.
5 CONCLUSIONS
The main motive of kaizen is to increase overall productivity, efficiency, quality. The
result of kaizen implementation for five days was very fruitful. After implementing
kaizen the efficiency improves from 54% to 61%, DHU reduces from 108 pieces to 84
pieces. 5S improves from 2.67 to 3.83. It can be easily realized that, if a 5 days
implementation of Kaizen can bring 7% improvement in line efficiency then, what it will
be the effect of implementing Kaizen throughout the life of an industry. But it is very
unfortunate for us that most the garments industries don’t follow and implement Kaizen.
They even don’t know that Kaizen needs no or little investment. Bangladeshi garments
industries have the lowest labor cost but they can’t make the highest profit for not
exercising lean, kaizen, 5s and other quality tools. The importance of implementing
kaizen or continuous improvement in every industries are knows no bound.
5.1 Recommendations







Motive plans providing incentives, training could be prepared to increase
operator’s performance
Operators recognition can be very effective to provide an operator job satisfaction
Entertainment of operator while working can help to release from boredom
Alter jobs of the operators (as their skill) in which they are interested.
Pictorial SOP can be made for providing easy understanding of operator at every
working line
The visualization system should be monitored properly
For team based working team leader can be introduced and rewarded for good
work.
Acknowledgement
The authors are grateful to the most merciful Allah who helps to complete the project
successfully with his grace and mercy.
First of all, the authors would like to thank their project supervisor, Dr. Tarapada
Bhowmick, Professor & Head, department of Industrial Engineering and Management,
for his continual support and encouragement throughout the project period. He
maintained an ideal balance among us to work with freedom to develop our own ideas
and also provided valuable advice when needed.
The authors are particularly grateful to VIP Industries Bangladesh Private Ltd. Mongla
EPZ, Mongla, Bagerhat 9351, Bangladesh for their cordial assistance in this project study.
Especially thanks to Mr. Monjur Ahamad, head of production department, Mr. Asim
Poddar, Mr. Selim Reja for provided us facilities and assistance to make possible to
complete the project work.
The authors would like to thanks all other teachers of the Department of Industrial
Engineering and Management, Khulna University of Engineering and Technology for
their direct and indirect assistance at several times.
References
Abdolshah M and Jahan A (2006), “How to Use Continuous Improvement Tools in
different Life Periods of Organization”, IEEE International Conference on
Management of Innovation and Technology, Vol. 2, pp. 772-777, Singapore.
M. Imai, Gemba kaizen. A commonsense, low-cost, approach to management,
Kaizen Institute, Warsaw, 2008.
M. Imai, Kaizen: The Key to Japan's Competitive Success, Random House Published
New York, 1986.
R. Kraszewski, Quality management – conceptions, methods and tools used by the
world’s business leaders, Scientific society of management Published, ToruĔ,
2005.
Pieczonka, A. Tabor, Quality Vademecum, Center of Training and of Quality
Systems of Cracow Technical University Published, Cracow, 2003.
S. Wawak, Quality management. Theory and practice, Onepress Published,
Warsaw, 2004.
H. Suzuki, Practical kaizen for productivity facilitators, Japan Productivity
Published, Tokyo, 1993.
Center
J. Michalska, D. Szewieczek, The 5s methodology as a tool for improving, Journal of
Achievements in Materials and Manufacturing Engineering 24/2 (2007) 211214.
Jagdeep Singh and Harwinder Singh. Kaizen Philosophy: A Review of Literature
Saima Akter is graduated from Khulna University of Engineering & Technology
(KUET). She received her B.Sc. degree in Industrial & Production Engineering from
Department of Industrial Engineering and Management(IEM) from Khulna University of
Engineering & Technology (KUET) in 2015.Her current research interest is in-plant
recycling in garment industries of Bangladesh. She is currently a member of IEM
association.
Farasat Raiyan Yasmin is graduated from Khulna University of Engineering &
Technology (KUET). She received her B.Sc. degree in Industrial & Production
Engineering from Department of Industrial Engineering and Management(IEM) from
Khulna University of Engineering & Technology (KUET) in 2015.Her current research
interest is in-plant recycling in garment industries of Bangladesh. She is currently a
member of IEM association.
Md. Ariful Ferdous is graduated from Khulna University of Engineering & Technology
(KUET). He received his B.Sc. degree in Industrial & Production Engineering from
Department of Industrial Engineering and Management(IEM) from Khulna University of
Engineering & Technology (KUET) in 2015.His current research interests are inspection
system software development,quality control, artificial neural network. He is currently a
member of IEM association.