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Kyly Industria Textil Ltda Uses KAIZEN to Improve Flow, Cut Lead Times
In the children’s clothing business, timing is everything. Fashions come and go quickly, and peak demand, governed by school years and holiday seasons, is measured in days as opposed to weeks. For exporters like Brazil-based Kyly Industria Textil Ltda, shipping times and the complexity of serving multiple markets add additional timing risks.
When Kyly began their Lean journey one year ago, lead times were at the top of the agenda. The overall time required to manufacture a product depends on a chain of processes – knitting, dyeing, cutting, pressing embroidery, and sewing – many of which involve a great deal of manual work. “The whole process takes 40 days,” says Joao Ricardo Roeder, Logistics Manager for Kyly. “Reducing lead times is very important to us.”
A team of managers began by looking at the big picture. “First of all, we created a Value Stream Map to see what kind of Muda (waste) we had,” says Roeder. Essentially, this helped the team identify waste within the context of the end-to-end value that was being delivered to the Kyly’s customers. “We identified the processes that added value, and the processes that didn’t add value,” says Jefferson da Silva Escobar, Consultant with KAIZEN Institute Brazil.

Left: Paul Cobban (right) with Raju Nair, Vice President, DBS Improvement Program. Right: DBS employees engaged in an improvement event.
Many service industries have embraced KAIZEN, but banking is not one of them. Conservative by nature, bankers tend to view their field as too specialized to benefit from the methods of other industries. This is a huge oversight, says Paul Cobban, and he’s gaining followers by delivering something bankers can understand - results.
Cobban is Managing Director of Customer Experience and Operational Excellence for Southeast Asia’s largest bank, DBS Bank in Singapore, and tells a unique story about his early work with KAIZEN in this largely uncharted territory.
read interview
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