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ACKNOWLEDGEMENT
This project would not have been possible to come into reality without the support of
ALMIGHTY and the kind support and help of many individuals and organizations. We would
like to extend our sincere thanks to all of them. We would also like to thanks our parents
who gave us moral support during our research work on this project.
First of all, we would like to thanks our Mentor Mr. Bikas Agrawal for providing us
continuous guidance and helping us in the completion of this project.
We would like to record our deepest sense of gratitude to Mr. Ravi Bhargava, CEO, Mr Arun
Babu, General Manager(Operations), Mr Mahesh Rao, (Quality Head) ,Mr Sameer Sinha
(Head-I.E.) from the Arvind Goodhill Suit Mfg. for their supervision, advice, valuable support
and guidance from the very early stage of the course of our Graduation Project, which
enabled us to proceed in the right direction and accomplish the mission of our work.
Mr. Ratikanta Das(Manager Quality), Mr Vasava Kumar Swamy (Producton Manager), Mr.
Naveen from the Quality and Production department for their cooperation and precious
inputs on each and every step of our Graduation Project.
We would also thank Mr. Sijeesh(I.E.) and Mr Shantanu(I.E.) for their constant support
during the Project.
We would also thank Mr. Dinesh Pandey and Mr. Devraj and (Quality Line in charge) of
Jacket Line for supporting us in the Graduation Project.
At the last we would like to thanks Mr. Saju KP (Head-Human Resource) for constant
keeping up our spirit during the Project.
It would not have been possible without the kind support and help of many individuals in
the Organization.
Thank You!
ARVIND LIMITED
INTRODUCTION
Arvind Limited (formerly Arvind Mills) is a textile manufacturer and the flagship company of
the Lalbhai Group. Its headquarters is in Naroda, Ahmedabad, and Gujarat, India. It has units
at Santej (near Kalol). It manufactures cotton shirting, denim, knits and bottom weight
(khaki) fabrics. It has also recently ventured into technical textiles when it started Advanced
Materials Division in 2011. It is India's largest denim manufacturer apart from being the
world’s fourth-largest producer and exporter of denim.
BUSINESS
Fabric
o Denim
o Shirtings
o Khakis
o Knitwear
o Voile
Garment exports
o Shirts
o Jeans
Arvind Brands (owned)
o Flying Machine
o Newport
o Quads
o Ruf &Tuf
o Excalibur
o Arvind RTW (Exclusively available at The Arvind Stores)
Arvind Brands
o Arrow
o Gap Inc.
o Lee
o Wrangler
o Gant U.S.A.
o Tommy Hilfiger
o Ed Hardy
o Izod
o Cherokee
o Massimo
o U.S. Polo Assn.
o Billabong
o Nautica
o Aeropostale
Advanced Materials Division
EBO (exclusive brand outlet) / The Arvind Store
Telecommunications service provider
Engineering
Real estate
Mega Mart Retail
Arvind Goodhill Suit Manufacturing Ltd, a venture of apparel maker Arvind Ltd and Japan’s
Goodhill Corp. Ltd, it launched its formal suits business in 2014.
“With Goodhill’s design and process technology, we will be able to target the premium
market and offer our customers a product made in India and marked to perfection,”
Arvind’s executive director Kulin Lalbhai said. “Suits is an under-serviced market in India.”
Arvind, which gets a majority of its sales from supplying fabric, garments and denims to
retailers, has been building its brands business and tying up with many international labels
including Tommy Hilfiger, Arrow and Elle to sell their products in India.
Arvind’s own brands include Colt and Excalibur as well as the retail chain Megamart.
The joint venture firm has set up a suits manufacturing facility based out of the
Bommansandra Industrial Area in Bangalore to produce high-end formal suits catering to
the needs of both Indian and overseas customers. Started with two lines each for jackets
and trousers, with a capacity to produce 350,000 pieces of jackets and 600,000 pairs of
trousers annually, it expects to achieve a turnover of around Rs. 100 crores in the first year
of operation.
This unit manufactures suits and formal trousers catering largely to the export markets.
This state-of-the-art manufacturing facility has an annual capacity of 960000 suits and
trousers. With a total plant, built-up area of 90,000 square feet, the facility houses specially
imported state-of-art manufacturing equipment. The major market for the firm is USA, and
other markets are Canada and Mexico.
COMPANY PROFILE
Bengaluru, Karnataka-560099
ORGANISATION STRUCTURE
(Operation Head)
(Technical Head)
(Marketing Head)
Mr. Ravi Bharghav
(CEO)
(Accounts Head)
(MTM)
Mr. Saju KP
(HR Head)
Quality Assurance department has its presence in every stages of the production. The
Quality Assurance Department‘s function starts with receipt of the fabric that is, once the
fabric and trims reaches the stores the quality of the fabric and trims are checked. The
operation continues throughout cutting and sewing process.
After each operation the quality checks are done and in the finishing department a detailed
quality check is done and is sent for alteration in case of any defects, finally approve the
trousers and jackets for packing.
To ensure that the product has achieved the quality parameters of buyers.
To restrict the defects entering into the final product
Objectives:
QUALITY IN SEWING
Zone A-Top Quality Surface exposed to close customer scrutiny & affecting the
finished appearance of garment. (Front & Back Section of Jacket)
Zone B-Surface area where spots are less conspicuous to customer viewing (Under
Sleeve & Upper Sleeve)
Zone C-Internal Surface that are somewhat hidden from Customer view. (Inside of
Jacket i.e. lining)
-www.arvind.com
Introduction-For every industry or business, to get increased sales and better name
amongst consumers and fellow companies it is important to maintain a level of quality.
Especially businesses engaged in export have to sustain a high level of quality to ensure
better business globally. The scenario today seen in global economic condition is rapid,
where more focus is given on profit margin, customer demand for high quality product and
improved productivity. The major challenges which are being faced by all countries apparel
exporters are to bring effective solution to increase quality of product in the apparel
manufacturing. Quality is a keyhole for global competition. For apparel industry, product
quality and productivities are calculated right from the initial stage of raw material to the
stage of finished garment. The quality control of garment industry normally depends on raw
material, employee, machinery of the company. For a garment exporter there are many
strategies and rules that are required to be followed to achieve good business. The fabric
quality, product quality, delivery, price, packaging and presentation are some of the many
aspects that need to be taken care in garment export business.
Minimization of rework is a must for quality and productivity improvement. Rework is a vital
issue for poor quality product and low production rate. Reworks are the non-productive
activities focusing on any activity that customer does not consider as adding value to his
product. By reacting quicker in minimization of reworks to make a product as per customer
demand with expected quality, the company can do some cost savings.
In the recent time garments sector is becoming more volatile day by day. Garments styles
are changing rapidly. However, buyers are more inimical with lead time, quality and cost.
They are willing to get higher quality product with the shortest lead time offering lowest
price for it. This is a common phenomenon, which is happening now in the garment sector
all over the world. Being aware of the current state of the garment factories and knowing
the buyers expectations and requirements, it would be very difficult to survive or to grow.
Therefore, quality is becoming a vital key to successful growth of a company. The main
objectives of the factories are to tide up to the lead time and the cost. Therefore, it is
becoming a crying need for the factories to improve its quality level as well as productivity.
Defects signify lack of quality. The products dealt with in the garment industry are ever-
changing and so are the defects. Analysing finished products gives probable problematic
areas for similar products in the future. Naturally, the bulk and array of data being dealt
with requires a Knowledge Based System. But such systems today are not pro-active, they
are rarely updated. If we know the product, then detecting defects is not hard. But defects
are observed every day, in every product. The problem lies in monitoring. Human beings are
susceptible to boredom and fatigue. Emotions hinder performance all the time.
The garment industry is heading towards automation. Machines will soon start
manufacturing clothes and the human contribution would be limited to supervision only
(Drummond, 2012).
Right First Time attempts to improve and stabilize the production, to avoid/minimize issues that led
to the defects in the first place i.e. to get the right quality at the first time.
Data can be captured for RFT at each process and it is expressed in percentage. Total audits passed
in first time out of total audit conducted by auditors.
Traffic light system is a way of reducing the quality faults. It works in a way the traffic light
works in the transportation system. In this paper, we have studied the traffic light system, a
quality tool which was implemented in a garment industry named Arvind Goodhill Suit
Manufacturing in India. The goal of this paper is to show how traffic light system can reduce
the quality faults, improve the lead time and thus strengthen the supply chain. This paper
will show how traffic light system can reduce the quality faults, improve the lead time and
thus strengthen the supply chain. Data has been collected for one month before and after
the system being implemented. The results are also shown here in this paper which tells us
about the improvement of the productivity and quality level. This paper will show the
reduction in re-work and frequency of defects in critical areas.
The paper contains a detailed study of the defects along with Pareto analysis to identify the
defects in the pre-implementation stage and also in the post-implementation stage to
project the significant change.
The first section, it will deal with the study of the pre-existing re-work rate in the industry
and the post-implementation re-work rate. It will comprise of all the data related to Traffic
light system process. The second part will comprise of the detailed defect analysis, Pareto
charts to portray the significant defects reduction. The third part will comprise of a
conclusion showing the overall benefits of the company and the future aspects of this
conducted project.
Problems faced in the Arvind Goodhill is that there were a lot of alterations and are not
being filled by the checkers properly.
The actual D.H.U were not being reported on the report, so they unable to solve the
problems.
Due to inline check alterations, there is lot of reworks between the lines which leads to
problems in continuous material flow.
Further, in most of the cases the industry fails to provide the correct rework percentage and
provides a somewhat believable percentage by the end of the day just for the sake of it,
control planning will give us the real image of the reworks which at the first place is
necessary to improve.
Presently, the DHU% in factory is 7.78%. The target is to reach less than 5%.
Objective-
To ensure the First Quality from each operation right at first time.
Sub Objectives:
Defect Reduction
To implement a standardise system for Garment Production & Quality Control
Literature Review-
Case Study-1
An analysis of the work done at Meridian to achieve first-quality production at the first time
of asking shows that it is through a combined programme of four interdependent key
ingredients:
It has been tried to identify why a right-first-time approach is important, and then to
pull together the elements to make it a reality. Earlier they had a customer survey
carried out by an independent consultant. This highlighted the following main points:
Similarly the consultant identified the need for a quick response in order to protect and to
obtain business. Unless the quality of the product and of the business is founded firmly on a
basis of a right-first-time philosophy and reliability, then there can be no achievement of QR
because the accuracy of response will not be possible.
The textile and apparel industry needs to respond by advertising itself as offering
opportunity and challenge; it must set out to attract people of high calibre.
Sewing percent defective reduced to approximately 40%. In finishing, stitching D.H.U. came
down to approximately 8% from 16% as earlier, uncut thread D.H.U. came down to
approximately 10% from 22% as earlier. Rework increased the cost of the different work
categories between 2% to 30%. However, some best practices to control defect generation
within the factory were suggested as- Make the workplace clean – from fabric store to
cutting to sewing to washing and finishing. Place quality control system in proper place.
Implies that sufficient no. of checkers, trained checkers, checkers making report while
checking, analysis of reports and take action based on the quality check reports. Conduct
training program for the checkers on how to check piece correctly to capture defective
pieces. Train them to make garment checking reports. Run quality awareness program for
your employees. Quality standard must be understood by each employee and everybody
have to work to meet quality goal. No low standard work should be accepted by the
following department. In sewing line don’t allow operators to keep bundles open and each
bundle must be completed before forwarding to the next. It will help you track missing
pieces. It is usual experience that operators throw pieces under tables when they make
mistake or receive defective (incomplete) garments from previous operator. Nobody keeps
track of these missing pieces until you found shortage of garments in finishing. Set standard
operating procedures (SOP) for each task performed by your employees. SOP for quality
control system for each department. Set audit team to audit your quality system in a regular
interval. These recommendations were suggested to the individual department.
The suggestive tools developed in this article cover a comprehensive series of aspects in
minimizing reworks in the sewing section of apparel industries by ensuring quality
production. The importance of the textile industry in the economy of Bangladesh is very
high. The explosive growth of the RMG industry in the country, however, has not been
enough supported by the growth of backward linkage facilities. So manufacturing the quality
product is mandatory to sustain in this global competitive market. Quality is ultimately a
question of customer satisfaction. Good Quality increases the value of a product or service,
establishes brand name, and builds up good reputation for the garment exporter, which in
turn results into consumer satisfaction, high sales and foreign exchange for the country. The
perceived quality of a garment is the result of a number of aspects, which together help
achieve the desired level of satisfaction for the customer. However, we should bear in mind
that 1% defective product for an organization is 100% defective for the customer who buys
that defective product. The study clearly indicates that by eliminating non-productive
activities like reworks in the apparel industries time as well as cost are saved by ensuring
quality production which have an important impact on overall factory economy.
Case Study-2
This study was conducted by Md. Mazharul Islam and Md. Sadequr Rahman. They
conducted this study at a composite knitwear manufacturing unit in Bangladesh. Their
project was based on Traffic Light system implementation to reduce the alteration rate and
enhance the productive capacity. Their paper comprises of the pre-implementation and
post-implementation scenarios to show the significant difference.
The project shows drastic change in the alteration rate from 12% to 4% after
implementing Traffic Light system.
About 0.38 day was saved from each line for rejection, which was 14 days for the
whole factory.
About 0.19 day was saved from each line for alteration, which 7 days in terms of
production.
The pre-implementation stage showed 925 days production for one line for a month and
after the implementation, the value got reduced to 878 days. This shows a reduction of 47
days of production for one line for a month.
Total savings in terms of money for a particular month was 62,000 US Dollars.
So, it could be concluded that Traffic Light system can be implemented in any garment
manufacturing company to improve quality, reduce costs, reduce lead time thus resulting in
stronger supply chain.
Case Study-3
‘An application of Pareto analysis and cause effect diagram for minimization of defects’
IJMER, Vol. 3, by Tanvir Ahmed, Raj Narayan Acharjee, Noman Sikdar.
Cause-Effect Diagram.
The aim of this study is to minimize defects that will reduce rework and rejection rate
At present the success of the Readymade Garments sector highly depends on several factors
such as manufacturing lead time, quality of product, production cost etc. These factors are
hampered due to various defects in the products. These defects can be repairable that leads
to rework or non-repairable that leads to rejection. Rework in the garments industry is a
common work that hampers the smooth production rate and focus poor quality products
having an impact on overall factory economy. Minimization of reworks is a must in quality
and productivity improvement. Rework is a vital issue for poor quality product and low
production rate. Reworks are the non-productive activities focusing on any activity that
customer are not willing to pay for. Non-productive activities describe that the customer
does not consider as adding value to his product. An application of Pareto analysis and
cause-effect diagram for minimizing defect percentage in sewing section. By reacting
quicker in minimization of reworks to make a product as per customer demand with
expected quality, the company can invest less money and more costs savings. Whereas
rejection causes waste and deceases resource efficiency. In this review four months defect
data has been collected from the management and Pareto Analysis is performed on them.
From the analysis top defect positions are identified where 78.56% defects occur. On those
top positions further Pareto Analysis is performed to identify the top defect types. That
resulted in total 115 concerning areas where 71.40% defects occur, which should be the
major concerning areas to reduce defect percentage. So hierarchies of causes for individual
defect types are organized and Cause-Effect Diagrams are constructed for those defect
types. Then relative suggestions to those causes are also provided.
Case Study-5
Dalgobind Mahto in this paper, it gives details of root cause analysis methods and
techniques in identification quality of major key characteristics in manufacturing process. It
is very risk in identifying problem in multistage operation. In this paper, root cause analysis
was adopted to reduce the defect rate in cutting operation in CNC machines. This study
dives detail structure to solve human related problem in manufacturing process. This study
gives an idea for stakeholders to promote effective and better solution all time.
This paper presents on use of Pareto chart and Cause and Effect diagram in analyzing the
defect caused in garment industry. This papers aims at reducing the defect rate caused
while stitching clothes. Using these methods it was identified about 80% defect rate in
process of stitching. The top five defects was identified and analyzed. Using cause and effect
diagram causes and effect are constructed. The study provided suggestion to reduce the
defect rate. Thus this papers gives idea of how effectively minimizing the rework and defect
rate.
By Dr.Joseph M.Juran(1989):
Quality means
• “Fitness for use” – means if the product we bought has some deficiency, we can’t use
it, so in that case we can say that the product is defective
• He proposed that companies should judge fitness for use of a product from a
customer’s view point and not from a manufacturer’s or seller’s viewpoint.
Juran’s Trilogy(1999)-
• Quality Planning: The structured process for designing products and services that
meet new breakthrough goals and ensure that customer needs are met.
• Quality Control: can also be described as “a process for meeting the established
goals by evaluating and comparing actual performance and planned performance,
and taking action on the difference.”
• Quality Improvement: The process for creating breakthrough levels of performance
by eliminating wastes and defects to reduce the cost of poor quality
By Philip Crosby(1979):
• “quality is free”
• Means that production costs are the same for items that do and those that do not
meet specifications and standards
• Production and material costs are the same for first quality products (those that
meet the standards) as for sub-standard products (those that do not meet standards)
Kaoru Ishikawa:
Research Methodology
This study contains use of quality tools to minimize defects and rework on garment industry.
It includes the theoretical ideas about various defects, various quality tools specially Pareto
Analysis and Cause-Effect diagram.
Data Collection
To find out about the various defects for 3 ongoing styles by collecting data with the help of
end line checking formats and in line audit formats by checking the pieces thereby with the
checker to evaluate the defective rates and DHU%.
Pareto Analysis
The data will be represented in Pareto charts where the lengths of the bars represent
frequency of the defects which will be arranged with longest bars on the left and the
shortest to the right. It is based on the 80-20 principle which means 80% problems are
caused by 20% defects.
Again further Pareto analysis is done to show the most dominant occurring defects out of
the pool of top defects.
First Why, Second Why, Third Why, Fourth Why and Fifth Why: a Root Cause
When number of defects in a garment is high it seemed as worse quality garment and when
defects are less then it is a better quality garment. In checking, quality checker detects
defects in garments and separate defective garments from good pieces. Where there is
established quality system, quality checker records total number of defects found in the
garments checked by her/him in a day and also she/he records the number of defective
garments where those defects are found. The definition and formula for calculating DHU
and Percentage Defectives are given below:
Defective Pieces-Defective pieces are those pieces, which are separated for alteration
during checking may be for any causes. For the quantitative measure there is two measuring
unit as Defects per hundred units and percentage defective.
Defects per hundred units (DHU) – number of total defects in 100 checked garments.
Formula for calculating DHU is = (Total no. of defects found/Total pieces checked) x 100
Percentage Defective (%) – total number of defective pieces in 100 checked garments.
Percentage defective = (Total no. of defective pieces / Total pieces checked) x 100
For the purpose of analyzing the frequency of the defects in the sewing department, a style was
chosen and 1 month defect data was collected in January 2017.The details of the styles are
described and the end line inspection data, front section inspection data, lining section
inspection data and sleeve section inspection data for each style is presented in a tabular form.
JACKET LINE
Sleeve
Lining
Body
Assembly
The Jacket line follows the UPS system of production. The material moves on
pneumatically controlled overhead hangers, which uses the principle of gravity
beautifully.
Product Detail
PARETO ANALYSIS
Pareto analysis was performed for the given style based on Jan month defect data from the
sewing section. From this analysis “Vital few” areas where maximum defects occur were
identified. Here horizontal axis represents defect types, vertical axis at left side represents
no of defect amount.
The amount of defects has been represented by vertical bars with their respective defect
amounts have been represented by the blue coloured bars.
Name of Defect No. of Defect % Defect Cumulative % Defects
Fusing Mark 51 11.33% 11.33%
Vent stitch open 42 9.33% 20.66%
Fabric Damage 36 8% 28.66%
Fit label missing 31 6.89% 35.55%
Armhole lining lock
open/miss 29 6.44% 41.99%
Keyhole
miss/open/uneven/broken 28 6.22% 48.21%
Weaving 27 6% 54.21%
Armhole
open/jump/uneven stitch 27 6% 60.21%
Wash care label open 24 5.33% 65.54%
Sleeve Edge (kinari) open 22 4.89% 70.43%
Main label miss/cross 22 4.89% 75.32%
Pocket bag open 19 4.22% 79.54%
Sleeve Elbow/Inseam
open 17 3.78% 83.32%
Sleeve cuff open/Button
miss 16 3.56% 86.88%
D/1 bar tack miss/open 14 3.11% 89.99%
Vent up and down 11 2.11% 92.1%
Armhole stitch visible 8 1.77% 93.87%
Stain 6 1.33% 95.2%
Lapel point open/jump
stitch 4 0.89% 96.09%
Collar zigzag
open/broken/open/jump
stitch 3 0.66% 96.75%
Side seam open/loose
stitch/puckering 3 0.66% 97.41%
Lapel shape out 3 0.66% 98.07%
Front to Front up and
down 2 0.44% 98.51%
OBW PKT ZIGZAG 1 0.22% 98.808%
Flap uneven/open 1 0.22% 99.106%
Pick up and down 1 0.22% 99.404%
Shoulder seam
open/loose/uneven 1 0.22% 99.702%
Size label wrong/miss 1 0.22% 100%
Pareto Analysis data for Jacket Endline Section
42
40 36
31 29
28 27 27
30 24 22 22
19 17
20 16 14
11
8 6
10 4 3 3 3 2
1 1 1 1 1
0
Collar zigzag…
Keyhole…
Shoulder seam…
Armhole…
Armhole lining lock…
Weaving
Stain
Main label miss/cross
Flap uneven/open
Pick up and down
Vent up and down
The data collected from Jacket Endline Section has been plotted in Pareto chart and it was
found that 80% problems are caused due to 20% defects. The 20% defects are Fusing Marks,
Vent Stitch Open, Damage, Fit Label Miss and Armhole Lining Lock open/miss.
• Vent stitch open is second most common defect with as much as 9.33% of total.
• Fit label miss is fourth most common defect with as much as 6.89% of total.
• Armhole lining lock open/miss is fifth most common defect with as much as 6.44%.
60
Endline Top 5 Defects
51
50
42
40
Frequency of Defect
36
31
29
30
20
10
0
Fusing Mark Vent stitch open Damage Fit label miss Armhole lining
lock open/miss
25
20 18
15 13 13
10 8
5 5 4 4
5 3 3 3 3 2 2 2 2 1 1
0
The data collected from Jacket Front Section has been plotted in Pareto chart and it was
found that 80% problems are caused due to 20% defects. The 20% defects are Seam Open,
Damage, Flap Bartack miss/Finishing not good, Marging Uneven and Bottom Pocket Shape
Out.
• Damage open is second most common defect with as much as 15.33% of total.
• Flap Bartack miss/Finishing not good is third most common defect with as much as
10.83% of total.
• Marging Uneven is fourth most common defect with as much as 10.83% of total.
• Bottom Pocket Shape Out is fifth most common defect with as much as 6.67%.
30 28
Front Top 5 Defects
25
Frequency of Defect
20 18
15 13 13
10 8
0
Seam Open Damage flap bartack miss/ marging uneven bottom pocket
finishing not good shape out
50
45
43 Lining Section Pareto Chart
Frequency of Defects
40
35 29
30 25 23
25
20 17 15
15 11
10 6 4 4 3 2 2 1 1
5
0
Type of Defects
The data collected from Jacket Lining Section has been plotted in Pareto chart and it was
found that 80% problems are caused due to 20% defects. The 20% defects are Collar point
up & down, Notch miss-match, Label miss/reverse/size wrong/PO change, Lining Kinari
stitch uneven and Stain/Fusing Mark.
• Notch miss-match is second most common defect with as much as 15.59% of total.
• Lining Kinari stitch uneven is fourth most common defect with as much as 12.36% of
total.
50
45 43
Lining Top 5 Defects
40
35
Frequency of Defect
29
30
25
25 23
20 17
15
10
5
0
Collar point up & Notch missmatch label Lining kinari stitch stain/fusing mark
down miss/reverse/size uneven
wrong/po change
40
37
36
35 Sleeve Section Pareto Chart
35
30
30
Frequency of Defect
25
21
20
17
15
12 12
10 9
6
5 3
2 2
Type of Defects
The data collected from Jacket Sleeve Section has been plotted in Pareto chart and it was
found that 80% problems are caused due to 20% defects. The 20% defects are Collar point
up & down, Notch miss-match, Label miss/reverse/size wrong/PO change, Lining Kinari
stitch uneven and Stain/Fusing Mark.
• Notch miss-match is second most common defect with as much as 15.59% of total.
• Lining Kinari stitch uneven is fourth most common defect with as much as 12.36% of
total.
35 30
30
25 21
20
15
10
5
0
Cause & Effect Diagram-Through this analysis the root causes of major defects were
identified and solutions were provided thereby.
Cause and Effect Diagram for Flap Bartack Miss/Finishing not Good
First Why, Second Why, Third Why, Fourth Why and Fifth Why: a Root Cause
Pay attention to the logic of cause effect relationship
Make sure that root causes certainly lead to the mistake by reversing the sentences
created as a result of the analysis with the use of expression “and therefore”
Look for cause step by step. Don’t jump to conclusions.
Benefits of 5 Whys-
Mock Development
We have developed 3D mock of the critical operations for the operators to clearly what to
do that particular operation. In case of any confusion they can refer to mock and not need
to ask Q.C for the operation. They are hung on the machine in front of the operator so that
operator always knows what is correct and what is wrong. They are also provided with
important information and measurements for the operations.
Operator should place the sleeve end at the edge of tape to prevent the defect.
Daily Meeting of Line Quality Controller with the Inline & Endline Checkers
Teflon Coated Pressure Foots and Throat Plate should be used to prevent oil marks leaking
from Machine.
• SOP helps (operator) who is going to do a particular job by ensuring success method
of doing a job.
Existing Sheet
Implemented Sheet
We have also made the SOP for the Critical Operations of Trousers and in Kannada also.
SOP Implementation
Quality Posters
We have also made Quality Posters for the Operators in English, Kannada and Oriya. Quality
Posters are made to give information about the policies of Quality Department of Company
and about the Traffic Light System.
QUALITY
We Aim For Zero
Defect
Cleanliness is
everyone's duty ,
To enhance the line's
beauty
Take A Trial
Before You Start
Stitching
(Morning ,After Lunch, After Maintenance)
( , , )
Make Machine
Oil/Dust Free After
Maintenance,
Avoid Stain
Follow
Traffic
NO DEFECT
G
R
1 DEFECT
Light,
Avoid Defect
NEW/CHANGE IN
OPERATOR
Y
QUALITY
We Aim For Zero
Defect
Follow
Traffic
NO DEFECT
G
R
1 DEFECT
Light,
Avoid Defect
NEW/CHANGE IN
OPERATOR
Y
Poster Implementation
B. Hanger loop
Check the following
C. Under collar
Turn the garment (Back side towards you).
2. Lapel point
3. Shoulder seam
A. Lapel
Keep garment front side towards you
D. Front edge
Hold the front edge on your hand and start moving
your hand from top to bottom and Check the following
Bottom shape
5. Breast pocket
A. Waist pocket
B. Dart seam
Dart shape
7. Sleeve
B. Armhole seam
Thread visible.
3 1 1 3
2 2
7 7
4 4
5
6 6
8 8
4 4
Waviness, puckering
A. Side seam
Kinari piping
13
10
11 11
12
1.Gorge seam
2.Shoulder seam
Looseness,Puckering
A.Welting pocket
B. Main label
Label colour .
A. Side seam
Thread visible.
1 1 2
2
3 3
4
4
5 5
6 6
Puckering
11
9 9
10 10
Implementation
Front
Lining
Sleeve
Body Assembly
At last we have also made the video of Endline Checking. The videos list the important focus
points and areas for defect checking.
Endline Checking
• Traffic light system is more effective in controlling shop floor quality than other
quality tools because of its visual communication.
• Traffic Light System is designed to flag the problem at source and allow immediate
corrective action rather than all potentially defective products to continue to be
manufactured.
Background-
• To improve first time quality of the product by bringing precision and consistency in
execution of operations, by making operators cognizant with their performance level
and accuracy at specified intervals.
• This will lead to rise in efficiency of operators, resulting in growth in output of the
factory; as well as reduction in number of defected pieces at the end of sewing lines,
subsequently saving the time and the cost incurred by the company on their
reworking and alteration.
• QUALITY IMPROVEMENT- Quality is the one of the most important aspects which
influences the sale-ability of the product. Consumer satisfaction is highly based on
the quality being offered. Thus, it is very essential to have an avant-garde approach
towards quality.
• In the production line each worker is characterized by a card and the card is being
hung over the machine.
• Green is for good quality, Red stands for quality alert and Yellow is for new
operator/change in operator. Five piece quality checking system, is to be
implemented and the quality controllers are to be instructed to check the quality
status.
• Every one hour, collect data of critical operators on a regular basis taking five
samples of each critical operation.
Procedure
• When a worker produces quality product with zero defect, he or she is characterized
by a Green card.
• But when any worker who does a single fault out of the checked five pieces, a Red
card is hanged above his or her head that indicates that this worker is producing
faults that should be corrected and an extra care should be taken to this worker.
• Yellow card is hanged above the head of new operator/ if the operator is changed
due to any reason indicating that line Q.C. and Line Supervisor must be extra careful
about him or her.
Pre-implementation process-
• Step 1: Studying of the productivity of the line with respect to the running style on a
single day.
• Step 2: Separation of defect-free and pieces with defects during end line inspection.
• Step 3: Classification and recognition of defects on the basis of intensity of
occurrence.
• Step 4: Calculation of total production and no. of pieces send back for rework\
alteration.
• Step 5: Continuation of the process for a week (6 working days).
• Step 6: Determination of average production and average percentage alteration.
Implementation process-
Defect, Colour Code & Frequency of Q.C Visit- Below table is showing the stages of Sewing
Quality Assurance-
Traffic Light Audit Sheet: For individual operators. Inspection is to be done hourly in
Eight shifts.
Analysis Format-
Implementation
Implementation
Data Analysis
Pre-Implementation Stage-
First Week-
• Product Description : Jacket (Sports)
• Brand : Calvin Klein
• Buyer: PVH Corp
• Style No: CK GP- 8016
• Colours: Grey and White
600
520
500
400 370
340 330
300 OUTPUT
DEEFCTIVE PIECES
200 170
100
36 25 28 24
18
0
02/Jan 03/Jan 04/Jan 05/Jan 06/Jan
Second Week
• Product Description : Jacket
• Brand : Calvin Klein
• Buyer: PVH Corp
• Style No: CK GP-8016
• Colours: Grey and White
800
710
700
600
500
428
400 370 OUTPUT
DEEFCTIVE PIECES
300 260
210 210
200
100 42
30 22 18 27 15
0
08/Jan 09/Jan 10/Jan 11/Jan 12/Jan 13/Jan
Third Week-
• Product Description : Jacket (Sports)
• Brand : Calvin Klein
• Buyer: PVH Corp
• Style No: CK GP-3001
• Colours: Grey and White
250 240
200
200 180
150 OUTPUT
DEEFCTIVE PIECES
100 80
50
21
12 6
0 0 2
0
16/Jan 17/Jan 18/Jan 19/Jan 20/Jan
Fourth Week-
• Product Description : Jacket (Sports)
• Brand : Calvin Klein
• Buyer: PVH Corp
• Style No: CK GP-3001
• Colours: Grey and White
The bar chart shown below depicts the output per day and the defective pieces for the
fourth week
350 330
300 275
240 230
250
191 200
200
OUTPUT
150
DEEFCTIVE PIECES
100
50 23 23 23 19 20
15
0
IMPLEMENTATION PHASE
This is the most difficult phase in any projects because all the ideas do not follow the theory
strictly and hence multiple problems were faced while implementing Traffic Light system.
Some of the problems are discussed below:
Negligence of the workers and adapting to the new process took time. Explanations
were not easily understood and there was a lot of confusion amongst them.
The existing inspection system had to be transformed and individual demonstration
had to be provided to the quality checkers which resulted in errors in the first week.
The marking system was quite laborious and hectic. Hence, we tried to maintain a
new format for keeping a record of the regular data in bulk.
Inspecting all the critical operations individually every hour was a tough task.
A two weeks trial implementation was also done to find whether it’s effective or not.
First Week-
Second Week-
Average Production-299
Alteration Rate-6.31%
Problems:
Due to the implementation of a new inspection system workers felt confused.
Adjustment to the new process took time. This period is referred to as the “learning”
period.
However, the alteration rate was reduced by 0.26% despite the confusion.
Post-Implementation Stage
First Week-
Average Production-252
Alteration Rate-7.91%
Second Week-
Third Week-
Average Production-306
Alteration Rate-3.89%
Fourth Week-
Average Production-367
Alteration Rate-4.48%
Graphical Representation-
8.00% 7.27%
6.00% 5.36%
4.00%
2.00%
0.00%
Pre Implementation Post Implementation
Results-
Pre-implementation:
Average production per week= 1521 pieces
Average defects per week= 113
Alteration rate= 7.27%
Post-implementation
Average production per week= 1621 pieces
Average defects per week= 69
Alteration rate= 5.36%
At least 3% of the altered garments are saved from rejections after the
implementation of Traffic Light system showing the improvement in quality.
Pre-implementation:
Alteration cost= Average alteration per week x Average alteration cost
= 113 x 260.78
= ₹ 29468.14
Post- implementation:
Alteration benefit:
Production Benefit:
In other words, the post implementation production is 6481 pieces. So, Rs. 6.18 was saved
while manufacturing each garment.
After all the analysis, certain results were obtained. From all the above given tables, these
figures are clear in the report:
Implementation of traffic light system for four weeks has resulted in an increase in
the production capacity by 6%. An average of 100 garments has been manufactured
more post-implementation each week.
A sharp decrease of 1.91% has also been noticed in terms of alteration rate.
A total time of 219 minutes has been saved on an average due to reduced re-work.
At least 2% of the altered garments are saved from rejections after the
implementation of Traffic Light system showing the improvement in quality.
78.97% of the defects are caused in 7.11% areas. So by concentrating on these areas,
most of the defects can be reduced.
DHU was reduced to 5.3% from 6.88% in a span of 4 weeks.
A monthly amount of rupees 40077.28 was saved on alteration.
Limitations:
Not easy for workers to understand.
Requires a systematic and regular attention for updating the format.
May create extra pressure on operators which could create adverse impact in the
long run.
Improper operator training caused rework.
Certain critical operations were more prone to defects than others.
Further Scope:
The formats can be put on each and every operation for complete minimization of
alteration.
There can be a separate format for line supervisor as well; so that they also become
careful about the defected operations.
P.A.S (Point Allocation System) could be introduced to keep the workers motivated.
The maintenance department should be improved so as to improve the machine
conditions.
Decrease in level of rejections and reworks and reduced fabric usage.
Increased productivity and reduction in lead time and cost reduction and increased
profit.
Decrease in re-work ultimate lead to profit of industry. Profits can be utilized in
bringing more advanced machines which can lead to minimum re-work.
References-
M. Islam, A. Khan, & M. Khan. (2013). Minimization of reworks in quality and
productivity improvement in the apparel industry. International Journal of
Engineering and Applied Sciences, 1, 4th ser. Retrieved February, 2016 from
http://eaas-journal.org/survey/userfiles/files/Minimization of Reworks in the
apparel industry.pdf.
‘An application of Pareto analysis and cause effect diagram for minimization of
defects’ IJMER, Vol. 3, by Tanvir Ahmed, Raj Narayan Acharjee, Noman Sikdar.
Annexure
RAM Report-
Page -2