Project Report submitted to Symbiosis Institute of Business Management, Bengaluru
in partial fulfilment of the course Summer Internship Programme for the award of the degree of Master of Business Administration
Submitted By
Students Name: Aashish Kukreti PRN: 13020841121
Under the guidance of Dr. Neelima Watve (Name & Designation of Faculty guide)
SYMBIOSIS INSTITUTE OF BUSINESS MANAGEMENT, BENGALURU 95/1 & 95/2, Electronic City Phase-1, Hosur Road, Bengaluru 560100
Certificate
This is to certify that Mr Aashish Kukreti of MBA (2013-15 Batch) of Symbiosis Institute of Business Management, Bengaluru has done the project entitled Improving Quality of Raymonds Jacket Line under my guidance.
Signature of the faculty guide Name: Designation: Date:
DECLARATION
I hereby declare that the project work submitted by me entitled Improving Quality of Raymonds Jacket Line done during my Summer Internship Program (SIP) is submitted as a partial fulfilment of the requirement of MBA program at Symbiosis Institute of Business Management, Bengaluru.
Project Details: Done at Silver Spark Apparel Ltd, a Raymond Subsidiary Ltd. Project Title: Improving Quality of Raymonds Jacket Line. Company: Silver Spark Apparel Ltd, a Subsidiary of Raymond Ltd. Company guide name: Mr Lokender Rana Faculty guide: Dr Neelima Watve
I take this opportunity to express my profound gratitude and deep regards to my guide Mr. Lokender Rana for his exemplary guidance, monitoring and constant encouragement throughout the course of this thesis. The blessing, help and guidance given by him time to time shall carry me a long way in the journey of life on which I am about to embark.
I also take this opportunity to express a deep sense of gratitude to Company Mentor Dr. Neelima Watve for her cordial support, valuable information and guidance, which helped me in completing this task through various stages.
I am obliged to the whole Team of Silver Spark Apparel Ltd for the valuable information provided by them in their respective fields. I am grateful for their cooperation during the period of my assignment.
Silver Spark Apparel Ltd is a subsidiary of Raymond Ltd. The firm is capable of producing world class products like Jackets, Trousers, and Shirts etc for clients like Calvein Klein, Malik and other world class brands. Jacket Line-3 is producing world class jackets and is one of the critical lines for the whole organization.
The Project is aimed at improving quality of Jacket-3 by analysing the historical data about the defects log and machine failure reports and other reports on employee productivity, attrition etc. The top defects have been found out using SAS 9.3 analytical tool and then the root cause analysis of the defects is done. After the study possible solutions are suggested to the management of the Silver Spark Apparel Ltd.
CHAPTER-1 1.1 INDUSTRY ANALYSIS Background India Textile Industry is one of the leading textile industries in the world. Though was predominantly unorganized industry even a few years back, but the scenario started changing after the economic liberalization of Indian economy in 1991. The opening up of economy gave the much-needed thrust to the Indian textile industry, which has now successfully become one of the largest in the world. India textile industry largely depends upon the textile manufacturing and export. It also plays a major role in the economy of the country. India earns about 27% of its total foreign exchange through textile exports. Further, the textile industry of India also contributes nearly 14% of the total industrial production of the country. It also contributes around 3% to the GDP of the country. India textile industry is also the largest in the country in terms of employment generation. It not only generates jobs in its own industry, but also opens up scopes for the other ancillary sectors. India textile industry currently generates employment to more than 35 million people. Indian textile industry can be divided into several segments, some of which can be listed as below: Cotton Textiles Silk Textiles Woolen Textiles. Readymade Garments Hand-crafted Textiles Jute and Coir
Current Scenario The Indian Textiles Industry has an overwhelming presence in the economic life of the country. Apart from providing one of the basic necessities of life, the textiles industry also plays a vital role through its contribution to industrial output, employment generation, and the export earnings of the country. The sector contributes about 14 per cent to industrial production, 4 per cent to the gross domestic product (GDP), and 17 per cent to the country's export earnings. It provides direct employment to over 35 million people. The textiles sector is the second largest provider of employment after agriculture. Thus, the growth and all round development of this industry has a direct bearing on the improvement of the economy of the nation. India has the potential to increase its textile and apparel share in the world trade from the current level of 4.5 per cent to 8 per cent and reach US$ 80 billion by 2020. Export Scenario The Indian textiles and clothing industry is one of the largest contributors to the countrys exports. The textile products continue to hold an important role in the Indian exports. The latest status of exports of textiles from the country is given in the Table below:- 2009-10 2010-11 2011- 2012 Items (US $) (US $) (US $) Readymade Garments 10064.73 10627.99 7088.74 Cotton Textiles 5711.41 8360.35 3466.96 Manmade textiles 3970.88 4643.06 3215.49 Wollen yarn 470.2 429.75 324.65 silk textile 596.05 595.19 282.34 Handlooms 264.85 365.48 324.14 Total 21078.12 25021.82 16134.72 Source: Foreign Trade Statistics of India (Principal Commodities & Countries).
Technical Textile Segment Technical textiles are an important part of the textile industry. The Working Group for the Eleventh Five Year Plan has estimated the market size of technical textiles to increase from US$ 5.29 billion in 2006-07 to US$ 10.6 billion in 2011-12, without any regulatory framework and to US$ 15.16 billion with regulatory framework Major Players in the industry COMPANY BUSINESS AREA Wellspun India Ltd Home textiles, bathrobes, terry towels Vardhman Group Yarn, fabric, sewing threads, acrylic fibre Alok Industries Ltd Home textiles, woven and knitted apparel fabric, garments and polyester yarn Raymond Ltd Worsted suiting, tailored clothing, denim, shirting, woollen outerwear Arvind Mills Ltd Spinning, weaving, processing and garment production (denims, shirting, khakis, knitwear Bombay Dyeing & Bed linen, towels, furnishings, fabric for suits, shirts, Manufacturing Company Ltd dresses and saris in cotton and polyester blend Garden Silk Mills Ltd Dyed and printed fabric Mafatlal Industries Ltd Shirting, poplins, bottomwear fabrics, voiles ITC Lifestyle Lifestyle Market RIL fabric,Formal menwear
Profile of Major Players in India 1. Welspun India Ltd Welspun India Limited (WIL) is the Flagship Company of Welspun Group with anenterprise value of U.S. $ 3 billion. WIL is ISO 9001:2000, 14001 and SA 8000certified company. WIL is a composite textile mill producing Cotton Yarn, TerryTowels and Rugs for international market. Welspun India Ltd. is one of the largestHome Textiles producers in Asia and amongst the top 4 producers of Terry Towelsin the world. WIL is located at village Morai in Valsad district, Gujarat State. WILannual sales turnover for year 2009-2010 was Rs. 681.881 crores. They have presence over 50 Countries, over 24,000 employees & 100,000+ shareholders, Welspun is one of India's fastest growing conglomerates. 2 Vardhman Group Vardhman Group was established in 1965 and is a leading textile conglomerate in India having a turnover of $700 mn. They have over 24 manufacturing facilities in five states across India, theGroup business portfolio includes Yarn, Greige and Processed Fabric, Sewing Thread, Acrylic Fibre and Alloy Steel. Vardhman Group manufacturing facilities include over 8,00,000 spindles, 65 tons per day yarn and fibre dyeing, 900 shuttleless looms, 90 mn meters per annum processed fabric, 33 tons per day sewing thread, 18000 metric tons per annum acrylic fibre and 100,000 tons per annum special and alloy steel. Products Cotton Yarn Special Blended Yarn Organic Cotton Yarn Core Spun Yarn Fair Trade cotton Yarn Melanges Organic Fair Trade Cotton Yarn Gassed Mercerised Yarn Ellitwist Yarn Modal Yarn Vortex Yarn Tencel Yarn Slub Yarn Viscose Yarn Acrylic Yarn Hand Knitting Yarn Poly - Cotton Yarn Speciality Yarn Acrylic - Cotton Yarn
3. Alok Industries Ltd Alok Industries Ltd. is an India-based textile manufacturing company and was established in 1986. Alok Industries is a private textile manufacturing company and has manufacturing bases spread over 6 locations in Navi Mumbai in Vapi and Silvassa, situated in Maharashtra. Its business domain involves weaving, knitting, processing, home textiles and ready-made garments and its a diversified manufacturer of world- class home textiles, apparel fabrics, garments and polyester yarns. Its buyers include manufacturers, exporters, importers, retailers, and branded apparel manufacturers of the world. Further, it operates its embroidery business through its sister concern, Grabal AlokImpex Ltd. Today, Alok Industries is one of the largest private exporters of textiles in India. Its business operations are spread across all the continents. Moreover, the manufacturing lab has been certified for ISO 9001:2000 quality standards. Alok Industries became a public limited company in 1993 and their shares are listed in Bombay Stock Exchange and National Stock Exchange. They has posted a net turnover of USD 13 billion for the FY 2011as compared to USD 208 million turnover in 2004. Alok Industries product lines include Apparel Fabric (Woven) Apparel Fabric (Knitted) Garments Home Textiles. Polyester Yarn Embroidered Fabric Retailing.
4. Raymond Ltd Raymond was incorporated in 1925 and has over 60% market share in worsted suiting in India The company has a diverse product range of nearly 20,000 design and colours of suiting fabric. They export their products to over 55 countries including USA, Canada, Europe, Japan and the Middle East. The company has registered a turnover of USD 636.7 million for the FY 2011 as compared to USD 364 million turnovers in 2006. Their suitings are available in India in over 400 towns through 3,000 retailers as well as over 500 exclusive retail shops. Raymond is among the largest integrated manufacturers of worsted fabrics in the world. Raymond Ltd. owns some of the most highly respected apparel brands in its portfolio like - Raymond, Manzoni, Park Avenue, Color Plus, Parx, Park Avenue, be Zapp! and Notting Hill and GAS. Raymond manufactures and markets brands like KamaSutra condoms and even surgical gloves. The Raymond Group also has an expansive retail presence. Raymond's wide range of products and services are as follows: Total textile solutions. Fabrics (Worsted, Denim and Shirting). Apparels (Tailored Clothing, Jeanswear and Dress Shirts). Brands (Raymonds, Manzoni, Park Avenue, ColorPlus, Parx,Be:,Zapp!, Notting Hill and The Raymond Shop). Woolen Outerwear. Furnishings. Retail (The Raymond Shop and Brand Store). Engineering (Files, Cutting Wools, Hand Tools and Agri tools and Auto Components). Personal Care (Park Avenue and Kama sutra). Prophylactic (Kama sutra and Surgical Gloves). International Business. 5 Bombay Dyeing Bombay Dyeing is one of the leading companies in the textile business. In fact, India has made a position in the world textile sector holding the hands of Bombay Dyeing. The textile products of the company are exported to different nations all across the world like the United States, European Union Countries, Australia and New Zealand. Products of Bombay Dyeing: Bombay Dyeing by using advanced technology has brought about a change in the textile business. The entire production is divided into two broad streams, weaving and spinning and winding. The production level on a daily basis is over 300,000 meters of fabrics. Some of the important products of the company that have already become significant in both, domestic and export markets are: Cotton Sheeting Polyester Cotton Sheeting Poly Cotton Drills Shoe Lining and Duck Fabrics Satin Furnishings Yarn dyed fabrics Flannel Sheeting Dobby and Fine Count made-ups Downproof Shells and Comforters Towels, Table Tops and Napkins Bombay Dyeing at present is the largest exporter of sophisticated made-up items and also of products made of cotton and poly cotton. Bombay Dyeing has created a sizable market in the production of a wide range of fabrics and ready-mades. This includes both formal and casual wear. The ready-made collection of the Bombay Dyeing has been changing its production pattern with the evolving fashion trends. The consumer section of Bombay Dyeing comprise of bed linen, towels, furnishings, suiting and shirting fabrics, and cotton and polyester blended dresses and saris.
Technology used in Bombay Dyeing: The technology applied in the production process in Bombay Dyeing is of international standards. Regarding the weaving facilities, the technology used is from one of the most technologically advanced company of the world, Sulzer. The automations used in weaving, spinning and winding by Bombay Dyeing are like Sulzer Projectile Machines, SulzerAirjet Machines, SchlafhorstAutocore Rotors, Auto Corner Winding Spindles and Schweiter CA - 11 Spindles. GOVERNMENT INITIATIVES AND REGULATORY FRAMEWORK 3.1 Government Initiatives The Government of India has promoted a number of export promotion policies for the Textile sector in the Union Budget 2011-12 and the Foreign Trade Policy 2009-14. This also includes the various incentives under Focus Market Scheme and Focus Product Scheme; broad basing the coverage of Market Linked Focus Product Scheme for textile products and extension of Market Linked Focus Product Scheme etc. to increase the Indian shares in the global trade of textiles and clothing. The various schemes and promotions by the Government of India are as follows - It has allowed 100 per cent Foreign Direct Investment (FDI) in textiles under the automatic route. Welfare Schemes: The Government has offered health insurance coverage and life insurance coverage to 161.10 million weavers and ancillary workers under the Handloom Weavers Comprehensive Welfare Scheme, while 733,000 artisans were provided health coverage under the Rajiv Gandhi Shilpi Swasthya BimaYojna. E-Marketing: The Central Cottage Industries Corporation of India (CCIC), and the Handicrafts and Handlooms Export Corporation of India (HHEC) have developed a number of e-marketing platforms to simplify marketing issues. Also, a number of marketing initiatives have been taken up to promote niche handloom and handicraft products with the help of 600 events all over the country.
Skill Development: As per the 12th Five Year Plan, the Integrated Skill Development Scheme aims to train over 2,675,000 people within the next 5 years (this would cover over 270,000 people during the first two years and the rest during the remaining three years). This scheme would cover all sub sectors of the textile sector such as Textiles and Apparel; Handicrafts; Handlooms; Jute; and Sericulture. Credit Linkages: As per the Credit Guarantee program, over 25,000 Artisan Credit Cards have been supplied to artisans, and 16.50 million additional applications for issuing up credit cards have been forwarded to banks for further consideration with regards to the Credit Linkage scheme. Financial package for waiver of over dues: The Government of India has announced a package of US$ 604.56 million to waive of overdue loans in the handloom sector. This also includes the waiver of overdue loans and interest till 31st March, 2010, for loans disbursed to handloom sector. This is expected to benefit at least 300,000 handloom weavers of the industry and 15,000 cooperative societies. Textiles Parks: The Indian Government has given approval to 40 new Textiles Parks to be set up and this would be executed over a period of 36 months. The new Textiles Parks would leverage employment to 400,000 textiles workers. The product mix in these parks would include apparels and garments parks, hosiery parks, silk parks, processing parks, technical textiles including medical textiles, carpet and power loom parks.
Policy and regulatory framework The Ministry of Textiles is responsible for policy formulation, planning, development, export promotions and trade regulation in the textile sector. This includes all natural and manmade cellulosic fibre used to make textiles, clothing, and handicrafts. National Textile Policy, 2000 -the policy was introduced for the overall development of the textiles industry. The key areas of focus include Technological upgrades Enhancement of productivity Quality consciousness Strengthening of raw material base Product diversification Increase in exports and innovative marketing strategies Financing arrangements Increasing employment opportunities Integrated human resource development
Technology Mission on Cotton (TMC), 2000the scheme was introduced to address concerns around cotton production and processing sectors and to place the cotton economy on a sound footing. It was initially to be phased out at the end of the Tenth Five Year Plan (200207). However, the schemes Mini Mission was extended into the Eleventh Plan for two years to accomplish targets. Jute Technology Mission (JTM), 2006, The objectives of this programme include:- Improving the yield and quality of jute fibre. Strengthening existing infrastructure for the development and supply of quality seeds Improving the quality of fibre through better methods of retting and extraction technologies Increasing the supply of quality raw material to the jute industry at reasonable prices and developing efficient market linkages for raw jute. Modernizing, upgrading technology, improving productivity, diversifying and developing human resource for the jute industry. Developing and commercializing innovative technology for the diversified use of jute and allied fibre Development of mega cluster schemes Comprehensive Power looms Cluster Development Scheme (CPCDS) To assist entrepreneurs to set up world-class units with modern infrastructure, latest technology and adequate training and human resource development (HRD) inputs along with appropriate market linkages. Comprehensive Handloom Cluster Development Scheme (CHCDS) Formulated to address the challenges faced by weavers within the cooperative sector and outside, due to poor infrastructure in some clusters. Comprehensive Handicrafts Cluster Development Scheme (CHCDS).
The textile industry segments eligible to avail concessional loans for technology upgrade requirements include Spinning, cotton ginning and pressing Silk reeling and twisting Wool scouring and combing Synthetic filament yarn tartarising, crimping and twisting Manufacturing of viscose filament yarn (VFY) or viscose staple fibre (VSF) Weaving or knitting including non-wovens and technical textiles Garments, made-up manufacturing Processing of fibre, yarn, fabric, garments and made-ups Jute
1.2 COMPANY ANALYSIS The Raymond Group was incorporated in 1925 and within a span of a few years, transformed from being an Indian textile major to a global conglomerate. Today, the Raymond group is vertically and horizontally integrated to provide customers total textile solutions. Few companies globally have such a diverse product range of nearly 20,000 varieties of worsted suiting to cater to customers across age groups, occasions and styles. We manufacture for the world the finest fabrics - from wool to wool-blended worsted suiting to specialty ring denims as well as high value shirting. After making a mark in textiles, Raymond forayed into garmenting through highly successful ventures like Silver Spark Apparel Ltd., Ever Blue Apparel Ltd. Raymond has some of the most highly respected fabric and apparel brands in our portfolio: Raymond, Raymond Premium Apparel, Park Avenue, ColorPlus, Parx, Makers and Notting Hill. The Raymond Group also has an expansive retail presence established through the exclusive chain of 'The Raymond Shop' and stand-alone brand stores. Raymond is today one of the largest players in fabrics, designer wear, denim, cosmetics & toiletries, engineering files & tools, prophylactics and air charter services in national and international markets. All the plants are ISO certified, leveraging on cutting-edge technology that adheres to the highest quality parameters while also being environment friendly. Silver Spark Apparel Ltd. is a wholly owned subsidiary of Raymond Ltd.; marking the group's foray into the Global Apparel Outsourcing market. Our unit manufactures suits and formal trousers catering largely to export markets. The subsidiary has state-of-the-art manufacturing facilities at the company's Dodda ballapur plant, which produces 0.4 million suits, jackets and 2.0 million trousers annually. With a total built-up area of 2, 00,000 square feet, the facility houses state-of- the-art manufacturing equipment. Set-up at a total project cost of USD 10 million, the plant's forte lies in the manufacture of jackets, which are at par with highly rated jackets from Italy or Japan. Fully compliant with international quality norms, our facility was audited and approved for commercial production by major American and Japanese menswear buyers. State-of-the-art manufacturing facilities at the company's Dodda ballapur plant enable it to produce 0.4 million suits, jackets and 2.0 million trousers annually. With a total plant built-up area of 2, 00,000 square feet, the facility houses specially imported state-of-the-art manufacturing equipment. Set-up at a total project cost of USD 10 million, the plant's forte lies in the superior creation of jackets at par with the world-class jackets produced in Italy and Japan. Fully compliant with international quality norms, the facility was audited and approved for commercial production by major American and Japanese menswear buyers. The Silver spark production unit is responsible for producing world class products like jacket,trouser and vests for brands like Raymond, ct, jaeger, malik, banana republic,lauren Ralph ,konaka,james barray and many other international brands. The production unit produce a total of 2500 jackets and 3500 trousers daily.The subsidiary has won the prize for best subsidiary this year among the whole Raymond groups.
1.3 INTRODUCTION OF PROJECT The Jacket Line number-3 at Silver Spark Factory is responsible for producing world class jackets for international brands like Malik, Jaeger, James Barray etc. The Jacket line number-3 is divided into 4 parts:- 1. Front Section. 2. Collar Section. 3. Lining Section. 4. Assembly Section.
COLLAR SECTION INPUT (FEED FROM CUTTING)
LINING SECTION
SLEEVES SECTION
ASSEMBLY SECTION
OUTPUT (FINISHING DEPARTMENT)
FRONT SECTION COLLAR SECTION The collar section of jacket line number-3 is responsible for the stitching of collar pieces for the final jacket. It gets the raw pieces from the cutting section and then transforms it into a collar piece with the help of 7 operations from marking to turn and press collar. The collar piece is then assembled with sleeve section piece and then the inline inspection is done for the whole piece. FRONT SECTION The Front section is responsible for the stitching of all jackets part at the front. It gets its input from the cutting section and consist of operations like front pocket making, Flap ready process, armhole making etc. At the end of the section quality check is done and then the output is feed to the Assembly area. SLEEVES SECTION The sleeve section is responsible for the stitching of the sleeves section of the final jacket part. The sleeve section contains many operations ranging from giving sleeve proper shape to attaching elbow etc. The input is from cutting and once the piece get ready it is combined with collar piece for a final inline quality check. LINING SECTION The lining section is responsible for operations like Button hole formation, pocket welting, shoulder attach. It gets its input from cutting and the final piece is drafted to the assembly area. ASSEMBLY SECTION The assembly section is responsible for the assembly of all the parts of the jacket coming from the above four operations. It is one of the most important sections of jacket line as it combines all the parts. The jacket once done is given quality check at the end and the pieces passed are sent finally to finishing department. The jacket line number-3 ideal production rate is set at 425 pieces provided batch setting is done for the required style. The actual production rate of the line hovers around 300-350 piece resulting on an average loss of 100 pieces every day and defect rate of almost 10%.The jacket line is suffering from many problems like absenteeism, process standardization, process confirmation, absence of defects record maintenance and analysis etc. The Project objective is aimed at improving the quality of the jacket line by reducing the DHU (Defect per hundred units) percentage from 10 % to 5%.To achieve the required target the project charter is formed as shown below:-
IN
BACKGROUND:- The quality on jacket line number-3 is inconsistent. The daily defect percentage keeps on varying INTRODUCTION:- The quality defect percentage on jacket line number 3 has been fluctuating on a daily basis from 10% to 3%.Despite taking measures the quality is not improving.
PROJECT SCOPE:- The project scope is limited to quality control in jacket line number-3. GOALS:- To reduce the fluctuating DHU rate from 10 to 3% to a constant lower rate of 5%.
PROPOSED COUNTERMEASURES AND ITS IMPACT ON KPI ImprovementLever Measureof Success KPI Current state Future State Identifycritical process Reduce DHU at particular process DHU 7% 50% Process Standardization Operations following process standard Process Sheet 0% 50% Process Conformation Operations confirming process sheets Process followed 7% 50% Successive Testing Self & successive testing done at each operation Defects/operation 0% 50% PROJECT PLAN Phase Define Analyze Design Pilot Implement (Date) 02-04-14 09-04-14 22-04-14 01-05-14 01-05-14
Sponsor Process Owner Project Lead SMEs Mr.Shashi bhusan Mr. Lokender Rana Mr Abhishek gatari, Aashish Kukreti Admaa Consulting.
1.4 OBJECTIVE OF THE STUDY The Objective of the study is to achieve the Goal of the project which is to improve the quality of jacket line number-3 at silver spark factory. The Project was then planned to be divided into 4 phases:- 1. Define the Project. 2. Analyze. 3. Design. 4. Pilot. 5. Implement. The Define Project phase was discussed as above was mentioned in the initial report where the need of the project is defined along with proposed countermeasures along with the KPI. The improvement lever discussed was as a. Identify Critical Process. b. Process Confirmation. c. Process Standardization. d. Successive checking.
Analysis Phase In this phase analysis of the defects coming under different designer style and at different parts of the final piece will be done to find the major bottleneck operation. Design Phase In the design phase we decided to design how actually we will implement our ideas of rectifying the faulty operation. We decide to take two operations at a time out of the top 5 operation to pilot them and implement time and then proceed accordingly. We tried to standardize these operations by using process sheet for each of these operations. We made process sheet in the presence of team leader, supervisor and manager in their own language .The process sheet contains the process to be followed with the inspection to be done. We tried to implement successive checking at each operation so that the operator can check the part before proceeding to operate. Pilot Phase In the pilot phase all the ideas will be a given a trial run to find the realistic view of the situation. Implementation All those ideas that will pass through the pilot phase will be implemented.
CHAPTER-2 2.1 Literature Review Quality initiatives reshape the textile industry- by Timothy G. Clapp, Ph.D.; A. Blanton Godfrey, Ph.D.; Dale Greeson, Roy H. Johnson, Ph.D.; Coleman Rich; and Cliff Seastrunk on his paper Weaving a Quality industry. One of the first things many of the new senior managers noticed was their companies' enormous inventories. The number of inventory turns per year in textiles remains among the lowest of all industries. Supply chains are extremely long and complex, and products are routinely stored, loaded and shipped many times during the production cycle. Warehouses represent a large part of the space and costs in the textile manufacturing process. Most of the companies are adapting to six sigma methodology to improve quality.
Preventive Action should be done at each operation An Application of DMAIC Methodology for Increasing the Yarn Quality in Textile Industry by Neha Gupta As in Six Sigma methodology, if we decrease the opportunities in the final product then we can increase the Sigma value which shows that the process improvement Working Life is a process of work organizations which enables its members at all levels to actively participate in shaping the organization environment, methods and outcomes.- A Study on Quality of Work Life of Employees in Textile Industry Sipcot, Perundurai. The research findings revealed the fact that motivational insight viz., promotion, insurance protection, training, awards, recognition has been influencing factor of Quality of work life. Quality of work life includes job security, good working conditions, adequate and fair compensation and monetary rewards. Quality Management System was widely adopted by the sample companies whereas the other models like EFQM Excellence Model, MBNQA, ISO 14001, SA 8000 and Six Sigma are not given much importance- M. Shafiq Institute of Quality & Technology Management, University of the Punjab, Lahore without making fundamental changes in their management approach and emphasising on quality management these textile companies cannot get their decent share from the international market In spite of a general increase in awareness of the importance of quality to competitiveness, actual management practices in the textile industry have not changed greatly-Quality Assurance in the Textile Industry: Part II, Neal Allen, John S. Oakland The interview programme examined the background of the company and the quality manager, the organisation for quality, quality systems, quality control (including process control) and quality costs. The findings show, in many of the respondents, the absence of quality policies, lack of attention to quality training, and generally poor quality systems. The conclusions are that, in spite of a general increase in awareness of the importance of quality to competitiveness, actual management practices in the textile industry have not changed greatly. 2.2Research Methodology During the Project we have taken help of various research methods to collect the data and do the analysis and finding the root cause of problems. Research methods are all those techniques used by researcher for conducting a research depending upon the methods. Library Research. Field Research. Qualitative Research. Quantitative Research.
Library Research:- By Library research we mean analysis of historical records and documents. During the Library research in our project we have taken the defects log of the company maintained by the quality department. The Quality department has maintained the logs in the manual handwritten register. We have transformed the data into SAS data set using SAS 9.3 analytical tool so that further analytics can be applied to the data. Field Research:- This research method includes Observation, questionnaires, personal, Group or telephonic interviews, case study and other techniques. In our project we have adopted the observation style as we have observed the operation flow and also observed the operational time to do the time study of each operation in the jacket line.
Qualitative Research:- Qualitative Research deals with the non quantitative aspect of the research project. This includes the focus group discussion, in depth interview and questionnaires. In our project we try to gather information on certain defect issue by weekly focus group discussion among the team leader, line manager, supervisor where all of them gave their input about poor quality issues at the line. After one hour discussion we came to conclusion that defects are happening because of the focus of the management on the high productivity numbers and concentration on quantity than quality Quantitative Research:- Quantitative Research relates to aspects that can be quantified and expressed in terms of quantity. In this project we have expressed the defects in term of their occurrence frequency and then tried to find the average defect per day and the extra time that is occurring because of them. 2.3 Limitation of the Study Absence of Machine reports, Skill reports and all other type of documentation in a database system. The lack of records posed a great hindrance in the analysis of the defects of the jacket line. Communication Gap was also a hindrance in the study as the operator and supervisor were able to communicate in the local language (Kannada). Less Focus/Support from the higher management. The higher management has daily targets of reaching to the daily target production due to which they were unable to give their inputs in the study. In Field research, observing the process flow was difficult as the whole batch setting of the production line keeps on changing at frequent interval because of the different buyers demand.
CHAPTER-3 3.1 ANALYSIS OF THE DATA Time Study of the operations We started with the time study of all the operations in all the sections i.e. Front, Collar, Lining, and Assembly. The rationale behind decision was to find out the operations which were taking more time than the standard cycle time of 57 sec. Working hrs of the production line of each day=8 hrs=8*60*60=28800 sec. Total target production of each day=425 pieces Takt time=Number of hours/Target production=28800/425=67.76 sec. Buffer Time=15% of Takt time=10.06 sec Cycle Time=Takt time-Buffer time=57.60 sec.
Hence we noted the time of each operation by taking repetitive readings. To achieve the right data we took 10 readings of each operation and then recorded the average reading of each operation. All those operations which exceeded cycle time of 57 sec were called the bottle neck operations from productivity point of view. The Detailed time study report of each section is attached below. The Red highlighted ones are those who have crossed Takt time of 67 sec while pink highlighted are those who have crossed cycle time of 57 sec.
Operation Name SAM Real Cycle Time No. of Operators Avg. Cycle Time CT Per Operator Collar Marking 0.18 19.2 19.2 Collar band attach 0.2 18.6 18.6 Chain stitch @ collar felt 0.18 27 27 Collar felt attach 0.26 14.4 0.5 28.8 Fuse collar 0.17 11.4 0.5 22.8 Collar corner lock 0.21 21 0.5 42 Turn & press collar 0.42 25.8 0.5 51.6 Slv head roll Prepare 36.6 36.6 1 36.6 Shell elbow seam 0.75 72 1 22 Vent lock 0.35 24 12 Vent lock press 0.3 72 36 Vent lock 0.28 60 30 Elbow seam press 0.65 54 1 54 Btn attach 0.8 54 1 54 Slv head roll attach 0.62 54 1 54 Lining Elbow seam 0.75 42 1 42 Lining attach 0.55 36 1 36 Inseam attach 1.15 60 2 30 Inseam press 0.9 66 1 66 Tack inseam 0.65 96 1 30 Slv press 0.65 48 1 48 IN LINE INSPECTION Breast pkt & Front dart marking 0.4 24 0.5 48 Lapple,canvas,Btm marking 0.55 36 1 36 Autodart 0.35 18 0.5 36 Fuse dart+ side pannel press 0.8 84 1 34 Centre back attach 0.58 45 1 45 Side pnl attach 0.64 54 1 54 Side pnl press+front block press 0.92 60 1 60 Armhole tape att to Frnt & bk pnl 0.85 51 1 51 Frnt pkt Facing attach 0.35 21 1 21 Flap ready 0.5 48.6 1 48.6 Flap press 0.36 21 21 54.6 Staystitch @ flap 0.35 33.6 33.6 Breast pkt fold & press 0.25 22.2 22.2 Breast pkt fac att to pkt bag 0.35 21 21 Mark & breast welt pkt att 0.35 30 1 30 Breast pkt notch,turn & press 0.48 54 1 54 Breast pkt T/S 0.5 42 1 42 Breast pkt bag attach & close 0.65 72 1 41 Front pkt welting 0.55 48 1 48 Front pkt press 0.8 48 1 48 Front pkt bag attach 0.7 48 1 48 Front pkt bag close 0.75 54 1 54 Canvas ready 0.65 39 1 39 Felt attach to canvas 0.6 36 1 36 Bridle tape attach to Canvas 0.44 26.4 1 26.4 Fuse canvas 1.1 66 2 33 Attach canvas 0.66 39.6 1 39.6 Front Block press 0.77 46.2 1 46.2 Armhole canvas cut 0.65 72 1 42 Arm hole cut manual 0.55 33 1 33 Sideseam attach 0.65 66 1 66 Sideseam press 0.82 66 1 66 Btm press 0.66 66 1 66 Shoulder attach 0.49 60 1 60 Shoulder press 0.8 60 1 60 Shoulder pad attach 0.85 54 1 54 IN LINE INSPECTION Make Flap 0.24 14.4 14.4 Buttonhole @ lining flap 0.17 10.2 10.2 CB Attach 0.45 42 1 42 Side Panel Attach 0.65 30 1 30 Facing Attach 0.7 24 1 24 Facing Press 0.62 78 1 41 Pocket Welting 0.69 42 1 42 Welt Pocket Press 0.75 54 1 54 Lable Attach 0.69 24 1 24 Label Pocket Bag Attach & Close 0.65 108 1 63 Flap Pocket Bag Attach & Close 0.65 108 1 62 Small Pocket Bag Attach & Close 0.65 108 1 63 Bartack 0.8 36 1 36 SideSeam Attach 0.85 54 1 54 Collar Attach 0.6 48 1 48 Collar Press 0.81 72 1 68 Shoulder Attach & Neck Close 0.85 60 1 60 Facing Blindhem 0.67 60 1 60 INLINE INSPECTION Pairing 0.6 36 1 36 Notch Lapel Formation/PEAK MAKING 1.1 93 2 46.5 Collar Zigzag 0.84 54.6 1 54.6 Front Edge Basting 0.55 45 1 45 Front Edge Close 0.95 47.4 2 23.7 Front Edge Trim 0.8 72 1 62 Front Edge Seam Open 0.6 67.2 1 67.2 Bottom Lining 2.2 147.6 3 49.2 Front Edge & Bottom Press 2.82 152.4 4 38.1 Lapel Bottom Tacking 0.89 58.8 1 58.8 Sleeve Attach 2.37 148.8 4 37.2 Sleeve head seam open & press 0.65 57 1 57 Shoulder pad attach 0.75 57 1 57 Body basting 1.11 60.6 2 30.3 Armhole lining close 2.32 150 3 50 Vent T/S 0.51 36 1 36 Sleeve lining close 0.59 35.4 1 35.4 Hanger loop attach 0.35 21 10.5 Buttonhole & Flower marking 0.3 33.6 16.8 Buttonhole & Flower hole making 0.59 31.8 15.9 Trimming 1.2 72 2 36 END LINE INSPECTION Collar Section 1 64.8 Sleeve Section 2 21.6 Front Section 1 1 43.2 Lining Section 2 39 1 24.6 Assembly Section
Make Flap 0.24 14.4 14.4 Buttonhole @ lining flap 0.17 10.2 10.2 CB Attach 0.45 42 1 42 Side Panel Attach 0.65 30 1 30 Facing Attach 0.7 24 1 24 Facing Press 0.62 78 1 41 Pocket Welting 0.69 42 1 42 Welt Pocket Press 0.75 54 1 54 Lable Attach 0.69 24 1 24 Label Pocket Bag Attach & Close 0.65 108 1 63 Flap Pocket Bag Attach & Close 0.65 108 1 62 Small Pocket Bag Attach & Close 0.65 108 1 63 Bartack 0.8 36 1 36 SideSeam Attach 0.85 54 1 54 Collar Attach 0.6 48 1 48 Collar Press 0.81 72 1 68 Shoulder Attach & Neck Close 0.85 60 1 60 Facing Blindhem 0.67 60 1 60 INLINE INSPECTION Pairing 0.6 36 1 36 Notch Lapel Formation/PEAK MAKING 1.1 93 2 46.5 Collar Zigzag 0.84 54.6 1 54.6 Front Edge Basting 0.55 45 1 45 Front Edge Close 0.95 47.4 2 23.7 Front Edge Trim 0.8 72 1 62 Front Edge Seam Open 0.6 67.2 1 67.2 Bottom Lining 2.2 147.6 3 49.2 Front Edge & Bottom Press 2.82 152.4 4 38.1 Lapel Bottom Tacking 0.89 58.8 1 58.8 Sleeve Attach 2.37 148.8 4 37.2 Sleeve head seam open & press 0.65 57 1 57 Shoulder pad attach 0.75 57 1 57 Body basting 1.11 60.6 2 30.3 Armhole lining close 2.32 150 3 50 Vent T/S 0.51 36 1 36 Sleeve lining close 0.59 35.4 1 35.4 Hanger loop attach 0.35 21 10.5 Buttonhole & Flower marking 0.3 33.6 16.8 Buttonhole & Flower hole making 0.59 31.8 15.9 Trimming 1.2 72 2 36 END LINE INSPECTION 2 21.6 Lining Section 1 24.6 Assembly Section DEFECTS LOG DATABASE CREATION AND ANALYSIS Each production Quality line maintains its handwritten database in which they report all the defects with their frequency reported. There is no soft database maintained and thus its difficult to find the archive database. Due to the absence of the soft database its very difficult to do analysis of defects data. Keeping all the above obstacles in mind we decided to do all the record keeping of database and the analysis in the Analytical tool called SAS (Statistical Analysis System) 9.3. SAS (Statistical Analysis System) is a software suite developed by SAS Institute for advanced analytics, business intelligence, data management, and predictive analytics. It is the largest market-share holder for advanced analytics.SAS was developed at North Carolina State University from 1966 until 1976, when SAS Institute was incorporated. SAS was further developed in the 1980s and 1990s with the addition of new statistical procedures, additional components and the introduction of JMP. A point-and-click interface was added in version 9 in 2004. A social media analytics product was added in 2010. SAS is a software suite that can mine, alter, manage and retrieve data from a variety of sources and perform statistical analysis on it. SAS provides a graphical point-and-click user interface for non-technical users and more advanced options through the SAS programming language. SAS programs have a DATA step, which retrieves and manipulates data, usually creating a SAS data set, and a PROC step, which analyzes the data. Each step consists of a series of statements. The DATA step has executable statements that result in the software taking an action, and declarative statements that provide instructions to read a data set or alter the data's appearance. The DATA step has two phases, compilation and execution. In the compilation phase, declarative statements are processed and syntax errors are identified. Afterwards, the execution phase processes each executable statement sequentially. Data sets are organized into tables with rows called "observations" and columns called "variables". Additionally, each piece of data has a descriptor and a value.
The PROC step consists of PROC statements that call upon named procedures. Procedures perform analysis and reporting on data sets to produce statistics, analyses and graphics. There are more than 300 procedures and each one contains a substantial body of programming and statistical work. PROC statements can also display results, sort data or perform other operations.SAS Macros are pieces of code or variables that are coded once and referenced to perform repetitive tasks. SAS data can be published in HTML, PDF, Excel and other formats using the Output Delivery System, which was first introduced in 2007.The SAS Enterprise Guide is SAS' point-and-click interface. It generates code to manipulate data or perform analysis automatically and does not require SAS programming experience to use. The SAS software suite has more than 200
components. Some of the SAS components include: Base SAS - Basic procedures and data management SAS/STAT - Statistical analysis SAS/GRAPH - Graphics and presentation SAS/OR - Operations research SAS/ETS - Econometrics and Time Series Analysis SAS/IML - Interactive matrix language SAS/AF - Applications facility SAS/QC - Quality control SAS/INSIGHT - Data mining SAS/PH - Clinical trial analysis Enterprise Miner - data mining For database creation we take into consideration only 30 days defects log of a particular brand defects so that we can do predictive analysis on it. The Design style we choose is Malik style. The Malik style with its buyer peerless is the one which is very frequent in our production line.
We did the data analysis of Defects log using SAS Software in following steps:- 1. We created a data table in the SAS software maintaining all type of defects with its frequency in this style and then made a report on the same. 2. We divide the data into the weekly basis so that effective analytics can be applied to it. 3. We find the average defect coming per week and per day of each defect. 4. We then find out the top 5 defects using Pareto chart in SAS software. 5. Calculation of the rework time occurring because of the above 5 defects.
STEP1: CREATION OF DEFECT LOG DATABASE USING SAS SOFTWARE
The resulting database is embedded as object in the below excel file. Please Double click to see the database.
Microsoft Office Excel Worksheet
SAS REPORT ON DEFECTS LOGS CODE SNIPPET FOR SAS DATABASE CREATION data Sasuser.Project1; infile 'C:\Users\A\Desktop\SAS9.3_Output\project.dat' dlm=','; length DEFECT_NAME $30; length _numeric_ 4; input DEFECT_NAME $ DAY1-DAY30 ; run;
run
STEP2: BIFURICATION OF DEFECTS LOG ON WEEKLY BASIS
The resulting database is embedded as object in the below excel file. Please Double click to see the database SAS WEELY DEFECT REPORT
SAS SUMMARY REPORT ON DEFECTS LOG OF MALIK STYLE (WEEKLY) DEFECT_NAME WEE K1 WEE K2 WEE K3 WEE K4 Su m Average_Defects/ WEEk Collar corner open 0 0 0 0 0 0 Collar zigzag open 0 0 0 0 0 0 stand stitch open/miss 0 0 0 7 7 2 checks mirror image 0 0 0 0 0 0 Collar felt visible 2 5 12 12 31 8 Collar Prick stitch open 0 11 26 16 53 13 Collar felt fold 0 0 0 0 0 0 Back seam open 0 0 0 1 1 0 CODE SNIPPET:- data Sasuser.Project3; infile 'C:\Users\A\Desktop\SAS9.3_Output\project2.dat' dlm=','; length DEFECT_NAME $30; length _numeric_ 4; input DEFECT_NAME $ WEEK1-WEEK4 ; Sum=WEEK1+WEEK2+WEEK3+WEEK4; Average_Defects=Sum/4; format Average_Defects 2.; title 'REPORT ON DEFECT LOG OF MALIK DESIGN STYLE DEFECTS'; run;
3. PARETO CHART OF TOP 5 DEFCTS ON THE BASIS OF FREQUENCY.
The pareto diagram generated from the above code is as follows:-
x-Axis:- Defects Y-Axis: Count and Cumulative percentage The above Pareto chart explains the top 5 defects on the basis of their count/frequency in the decreasing order. ods graphics on; title 'PARETO CHART'; symbol v=dot; proc pareto data=Sasuser.Project3; vbar DEFECT_NAME / freq = Sum scale = count maxncat = 5 interbar = 1.0 nlegend = 'Total Defects' cframenleg; run;
STEP4: CALCULATION OF REWORK TIME OF DEFECTS We calculated the rework occurring on each operation at every single operation. It includes the cycle time and the extra time which is taken to undo the earlier bad operation.
REWORK TIME CALCULATION
STEP5: FINDING BOTTLE NECK
BOTTLENECK OPERATION
ROOT CAUSE ANALYSIS OF BOTTLE NECK OPERATIONS Once we completed the data analysis we went to find the root cause of the bottle neck operations. We took help of method like Fish-Bone and 4-WHY and 1-HOW method. 4- WHY AND 1-HOW METHOD The 5 Whys is an iterative question-asking technique used to explore the cause-and-effect relationships underlying a particular problem. The primary goal of the technique is to determine the root cause of a defect or problem.
OPERATIONS CYCLE TIME REWORK TIME AVERAGE DEFECTS AVG DEFECT*REWORK CYCLE TIME *425 E2+F2 CYCLE TIME Time in minute STITCH AT COLLAR FELT 27 145 2.6 377 11475 11852 27.88705882 0.5 LAPEL PEAKING 79 83 7.5 622.5 33575 34197.5 80.46470588 1.3 COLLAR ATTACH 48 65 0.71 46.15 20400 20446.15 48.10858824 0.8 COLLAR PRESSING 68 49 0.71 34.79 28900 28934.79 68.08185882 1.1 COLLAR ZIGZAG 55 65 0.71 46.15 23375 23421.15 55.10858824 0.9 FLAP PRESSING 21 64 0.46 29.44 8925 8954.44 21.06927059 0.4 ARMHOLE CLOSING 83.2 110 3.18 349.8 35360 35709.8 84.02305882 1.4 BOTTOM PRESSING 72 90 7 630 30600 31230 73.48235294 1.2 FLOWER BUTTON 40 160 3.6 576 17000 17576 41.35529412 0.7 Example: why a vehicle did not start? 1. Why? - The battery is dead. (first why) 2. Why? - The alternator is not functioning. (second why) 3. Why? - The alternator belt has broken. (third why) 4. Why? - The alternator belt was well beyond its useful service life and not replaced. (fourth why) 5. Why? - The vehicle was not maintained according to the recommended service schedule. (fifth why, a root cause) 6. The questioning for this example could be taken further to a sixth, seventh, or higher level, but five iterations of asking why is generally sufficient to get to a root cause. The key is to encourage the trouble-shooter to avoid assumptions and logic traps and instead trace the chain of causality in direct increments from the effect through any layers of abstraction to a root cause that still has some connection to the original problem. Note that, in this example, the fifth why suggests a broken process or an alterable behaviour, which is indicative of reaching the root-cause level. It is interesting to note that the last answer points to a process. This is one of the most important aspects in the 5 Why approach - the real root cause should point toward a process that is not working well or does not exist. These answers may be true, but they are out of our control. Therefore, instead of asking the question why? Ask why did the process fail? We proceeded with the 5-why and 1-how approach to find the root cause of the defects.
5-why and 1-how method
CHAPTER-4 4.1 FINDINGS AND CONCLUSIONS Findings There are 5 operations at which the cycle time is taking almost double time because of the high defect percentage occurring. The focus of the management is totally on the productivity side. All the quality measures are adopted just for the namesake, the process sheets and defects log are not updated since months. No Defect database is maintained which highlights the poor focus of management on quality. Employee absenteeism is very high (30%). Wide skill and communication gap. Conclusion Strict quality measures should be taken to decrease the defects per hundred units (DHU). Process improvement should be started right from the operation itself. Proper documentation and log database should be maintained so that analysis could be done. Management Orientation should be moved from productivity to quality. Effective measures like successive testing should be adopted.
4.2 Suggestions Process standardization:- Process sheets should be made for each operation. The process sheet should include each detailed steps for operation. This will act as standard of operation for the new operator and hence the defect percentage will be reduced. Self check and Successive checking at each operation:- The self check and the successive checking method ask for defect proof delivery at each part and each operation. It says that after each operation the operator should check his or her operation according to the process standards and then the subsequent operator should also check previous operation. The successive checking results could be maintained in a sheet and if the defect is found at inline inspection then the defect can be backtracked to its origin.
SELF CHECK SUCCESSIVE CHECK SELF CHECK SUCCESSIVE
OPERATION A INSPECT
INSPECT (Source check)
OPERATION-B INSPECT
INSPECT (Source check)
OPERATION C INSPECT INSPECT (Source check)
The successive checking can be done and maintained in a sheet
MON TUE WED THU FRI SAT 9-10 AM 10-11 AM 11-12 PM 12-1.30 PM 1.30-2.30 PM 2.30-3.30 PM 3.30-4.30 PM SUCCESSIVE CHECKING Confirmation Cards:- A card which has all the checklist or action items to be done on its one side and results of inspection on the other side. We have incorporated confirmation cards in our project for each section of the production line. We have included all the steps as a check point which would remove the probability of defect occurrence. CONFORMATION CARDS-ASSEMBLY SECTION
CONFIRMATION CARDS-COLLAR SECTION
Confirmation Cards for sleeves section CONFIRMATION CARDS FOR SLEEVE SECTION
1. WIP Is WIP under pre determined level? 2. Position: Is Pressing and stitching is done at the right positions at Pressing operations? 3. Quality Report: Check the daily quality report to know that the same defects are not coming? 4. Armhole Machine check Check the condition of armhole machine if it is in proper condition or not? 5. Operator Attendance/New operators Check the attendance and visit the operations where operator is absent or new operator has arrived? 6. Un operated Pieces Check the pieces which are moved for production improvement and check whether they are properly tagged or not? 7. 5s Is workplace clean? Are bundles of different parts kept separately?
1. WIP Is WIP under pre determined level? 2 Position: Is Pressing and stitching is done at the right positions at operations? 3. Quality Report: Check the daily quality report to know that the same defects are not coming? 4. Collar zigzag Check the operation whether stitching is done according to standards. 5. Process standardization Check whether every operation has process sheets to follow or not? 6. Process Confirmation Check whether every process is confirmed.
1. WIP Is WIP under pre determined level? 2. Position: Is Pressing and stitching is done at the right positions at operations? 3. Quality Report: Check the daily quality report to know that the same defects are not coming? 4. Sleeve setting Check the sleeve setting as if it is attached properly or not. 5. Bottom attach Check whether the alignment is taken care of in this operation. 6. 5s Is workplace clean? Are bundles of different parts kept separately? 4.3 BIBLIOGRAPHY http://www.equitymaster.com/research-it/sector-info/textiles/Textiles-Sector- Analysis-Report.asp. http://texmin.nic.in/sector/note_on_indian_textile_and_clothing_exports_intl_tra de_section.pdf http://www.ibef.org/industry/textiles.aspx http://en.wikipedia.org/wiki/SAS_(software) TABLE1: WEEKLY DEFECTS SAS SUMMARY REPORT ON DEFECTS LOG OF MALIK STYLE (WEEKLY) DEFECT_NAME WEEK1 WEEK2 WEEK3 WEEK4 Sum Average_Defects/WEEk Collar corner open 0 0 0 0 0 0 Collar zigzag open 0 0 0 0 0 0 stand stitch open/miss 0 0 0 7 7 2 checks mirror image 0 0 0 0 0 0 Collar felt visible 2 5 12 12 31 8 Collar Prick stitch open 0 11 26 16 53 13 Collar felt fold 0 0 0 0 0 0 Back seam open 0 0 0 1 1 0 Side panel open 0 0 2 1 3 1 Breast pocket improper 0 2 2 2 6 2 Dart stitch open 0 0 0 0 0 0 Front pkt bone stitch open 0 0 0 2 2 1 Flap strip/check mismatching 3 0 0 0 3 1 Flap lining visible/improper 0 4 5 3 12 3 Shoulder stitch open 0 1 0 0 1 0
Bottom pressing straight 0 0 0 0 0 0 Vent up and down 0 0 2 0 2 1 Canvas down 0 0 0 0 0 0 shade/damage/weaving defect 0 4 2 5 11 3 front/chest loose 0 13 13 0 26 7 Flapgaping 0 0 0 0 0 0 Stain 0 0 0 0 0 0 Fusing Marks 2 4 2 6 14 4 front/cheese loose 5 15 31 51 102 26 side vent up and down 0 5 0 0 5 1 facing stitch straight 0 0 0 0 0 0 Lining pocket open 0 0 0 0 0 0 Brand label open 0 0 0 0 0 0 size label open 0 1 3 0 4 1 lining side seam open 0 1 2 0 3 1 Lining shoulder stitch open 0 0 0 1 1 0 facing & collar attaching impr 0 0 0 3 3 1 George stitch bend 0 0 0 4 4 1 bar tack missing/improper 0 0 0 0 0 0 saddle stitch open/missing/imp 0 0 0 0 0 0