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    Sewing Production · Almaty

    Glasman LLP: 20 million tenge reinvested and production streamlined

    How a sewing company reduced material, time, and defect losses in seven steps.
    20 mln ₸
    materials returned to production circulation
    This much 'frozen money' was lying under the tables of the cutting workshop.
    40 min → 0
    daily time losses
    technologists searching for fittings
    7 improvements
    in cutting, supply, quality, and culture
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    Case Study Video

    Kazakh-style Kaizen: How GLASMAN is Changing Production Culture
    Watch on YouTube

    About the Company

    Glasman is one of the major manufacturers of men's classic clothing in Kazakhstan. The company was founded in 1998, and the factory is located in Talgar, near Almaty. They produce suits, jackets, trousers, shirts, knitwear, as well as uniforms for organizations and schoolchildren. Brand stores operate throughout the country.

    Founded
    1998 year
    Production
    Talgar, near Almaty
    Employees
    More than 250
    Lines
    Jackets, trousers, shirts, knitwear
    Stores
    Over 40 branded
    Source: open data (gov.kz)

    Why We Came to the Kaizen Center

    Losses accumulated at every stage of production: from the cutting shop to quality control. It was necessary to organize and ensure that each employee was responsible for the quality of their section.
    Materials were under the tables and not involved in circulation
    High fabric consumption, no unified cutting control
    Technologists spent up to 40 minutes a day searching for fittings
    The carts were missing parts
    Light shirts got dirty, there were defects and rework
    The program allowed skipping stages, employees worked separately

    What was and what it became

    Before
    After
    Materials were lying under the tables and did not work
    20 million ₸ returned to circulation
    High fabric consumption and waste
    Consumption has significantly reduced
    Technologists spent up to 40 minutes searching for fittings.
    Time losses have been eliminated.
    The staff ran for the missing parts
    Work begins with a complete set
    Light shirts got dirty, there was a defect and re-cutting
    Pollution eliminated
    Stages could be skipped, data was entered with errors
    The system does not skip stages, data is accurate
    Employees worked in a scattered manner
    Engagement increased, defects decreased

    What was done: seven improvements

    Money and Materials
    Organized the Cutting Shop (5S)
    Before
    Large volumes of unused materials accumulated under tables and in areas: 'frozen money'.
    Done
    Implemented the 5S system: sorted through the piles, organized materials, established storage rules.
    After
    Materials worth 20 million tenge were returned into circulation, work zones were cleared.
    Reduced fabric consumption
    Before
    High fabric consumption and no unified cutting control: excessive waste and losses.
    Done
    Computerized cutting and launched quality circles to find ideas for reducing losses.
    After
    Fabric consumption has significantly reduced, rolls that used to go to waste remain in the warehouses.
    Time and Order on the Site
    An internal 'accessories supermarket' was opened
    Before
    Technologists spent up to 40 minutes a day calling the warehouse and searching for clamps and other accessories.
    Done
    A 'supermarket' was organized directly on the site: a warehouse employee replenishes the stocks according to the schedule.
    After
    Time losses have been eliminated, technologists take what they need without distraction.
    The rule of complete set introduced
    Before
    In cutting carts, collars and fittings were often missing, employees ran for parts.
    Done
    Standardized packaging: work does not start without a complete set.
    After
    Excess movements disappeared, work proceeds without interruptions.
    Quality and Culture
    Stains on Shirts Conquered
    Before
    Oil and dust from a dirty press stained light shirts: defect and additional recut.
    Done
    A standard and visual instructions for cleaning equipment were developed, personnel were trained.
    After
    Contour contamination eliminated, defect caused by this minimized.
    Protected the process from errors (Poka-yoke)
    Before
    The program allowed skipping stages, data was entered with errors, and there was a high human factor.
    Done
    Introduced the Poka-yoke principle: the system does not proceed to the next stage until the previous one is completed.
    After
    Control was strengthened, data is accurate and timely, cost is better calculated.
    Implemented the 'internal client' culture
    Before
    Employees worked in isolation and did not see how their work impacted the next stage. There were many interprocess defects.
    Done
    Introduced the rule 'Do not accept defects, do not create defects, do not pass on defects'.
    After
    Engagement increased, defects decreased, and mutual feedback and responsibility for workplace order emerged.
    The "internal client" rule
    "Do not accept marriage, do not create marriage, do not transmit marriage."

    Key Takeaway

    There is no single major reform behind the result. Seven small improvements have formed a system: order returned money to circulation, standards eliminated time losses and defects, and the "internal client" culture consolidated the outcome.

    What You Can Take for Yourself

    1. Identify "frozen money": stocks that are idle.
    2. Eliminate searching and running around during the workday: everything needed should be in place.
    3. Agree that defects are not passed further.
    Do you want the same result in your company?
    Leave a request, and we will tell you which program suits you.
    Submit a request

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