Mrs. N. Umadevi Lecturer, Bsmed: Presented by A.Arulprakash 08MBAA07, II MBA, Bsmed

IMPROVING FIRSTPASS OF
PREPRODUCTION EXECUTION
(PPE) USING LEAN SIX SIGMA
IN SHAHI EXPORTS PVT.LTD.
BENGALURU.
UNDER THE GUIDENCE OF

Mrs. N. UMADEVI
LECTURER, BSMED
PRESENTED BY
A.ARULPRAKASH
08MBAA07, II MBA, bsmed.
The World of Apparels
One of India's largest foreign exchange earners.

Accounts for more than 16% of the Country's total exports.
More than 30000 readymade garment-manufacturing units.
Around 3.5 million people employed are in this industry.
This industry is booming in an highly competitive market.
Rigorous Marketing & best practices are making way for the success of
this Industry in current scenario.
2
ORGANISATION PROFILE
 Mr. Harish Ahuja & Mrs. Sarla Ahuja – the driving force
 Started way back in 1974 and established in Delhi
 One of the largest manufacturer/exporter in India offering ready-to-wear garments for ladies,
men and children
 Shahi operates in the Woven, Knits and the home furnishing markets ,Shahi is operating in
Delhi, Ghaziabad, Bangalore,Noida and Tirupur.
 Has around 6500 machines,Over 32000 Associates are employed in Shahi
 Production capacity of manufacturing 18-19 Lac garments per month
3
Unit 12
Manufacturing capacity of 10 Lac
pieces per month.
43 production lines with 2540
Machines
25000 cuts are being executed using 14
cutting tables
The capacity of embroidery section
amounts to 7 million stitch per shift
The manpower is about 4200
INSIGHTS OF THE PROJECT
 Forecasting of the design by the buyer:

 Samples
Development samples
Proto sample
PRE PRODUCTION SAMPLE (PPE)
Fit sample 1-green tag
Fit sample 2- red tag
Fit sample 3- yellow tag
Order clarity meeting(OCM)
Pre production meeting(PPM)
5
NEED OF IMPROVEMENTS
6
LEAN SIX SIGMA
 Lean Six Sigma is an aggressive method for breakthrough

improvement in speed, quality and cost. When implemented
properly, Lean Six Sigma focuses on results, not training.
Instead of measuring errors in percentages, you measure them
in parts per million (PPM).
 Focus with laser-like precision for maximum results with
minimum investment
 Reduce delay, defects, and costs by 80-90% in your
mission-critical systems
 Value added activity
 Non value added activity
 Non value added activity but need activity
7
Background – The need
 Given to understand
 Profit margins shrinking by the day,
 Cost reduction pressures from customer’s increasing by the
day,
 Rising competition
 Highly fluctuating dollar value
Can we survive with these figures in the long run?

 Definitely not, we cannot ignore the outcome of this study,
we need to act fast before.
8
• Set – Objectives for the program
• Review milestones results & overall progress.
• Program Sponsors – Budgets, provide required resources
• Review direction of progress and provide feedback
• Define accountability for the delivery council –(review time and date and
their notes on their reviews) and review their effectiveness in
implementing Lean through the trainees i.e., the participants.
Steering
committee –
Mr.Venkatesh
Babu
Mr.Devaraj • Validate – progress
• Validate – change, recommendation
• Review and input opportunities for improvement
• Review the outcomes, validate and support the sustainability.
• Own responsibility – success / failure of the intervention
• Assist the lean trainers to implement solutions with full freedom
and necessary resources –facilitate bold decisions.
Delivery council – • To spearhead an upstream methodology to anticipate problems
and risks, develop SOP’s and control plans for mitigating the
Mr.Manjunath Rao, risks (read FMEA) through well thought and tried solutions.
Mr.Nayazullah, Mr. Tony, Mr.
Williamson, Mr.Ritesh, Mr.
Manish, Mr. Jaya Krishnan,
Mr. Suresh Babu.
• Execute phases of the CE program

• Engage in learning to execute vis-à-vis TTT program
• Design and execute in detail all the activities
MENTORS
Surya Prakash, Pruthvi associated with phases of CE program.
• Review with Delivery Council & Steering committee
progress made from time to time.
• Own responsibility of – success / failure
9
Background –CSVSM
 Measure the current state using CSVSM

 Improvement opportunities identified using these quality CSVSM
 Poor finishing incoming quality
 Poor sewing first pass quality
 Poor washing first pass quality
 High buyer QA re-screens

CSVSM
 Poor printing first pass quality
 Poor cutting first pass quality
 Poor first pass of folders received from merchants
 Poor first pass of PPE samples
 Poor cut to ship ratio
In nutshell, there is hardly any area left that does not need
improvement!
10
Area Found
 Improve first pass of PPE (pre production execution)

 Improve first pass of sewing
 Improve first pass of cutting
 Reduce stains and damages as % of total defects found at
any stage
11
Introduction to Approach
D  DEFINE: What is the Problem?

Define
M  MEASURE: How big is the problem?

Measure
A  ANALYZE: What causes the problem?

Analyze
I  IMPROVE: Implement Ideas & Improve

Improve
process
C
Control
 CONTROL: Before & after comparisons, and
How to sustain Gains? 12
D
We are here..
D
 DEFINE: What is the Problem?
Define
 MEASURE: How big is the problem?

M
Measure
 ANALYZE:: What causes the problem?
A
Analyze
 IMPROVE: Implement Ideas & Improve
I process
Improve
C  CONTROL: Before & after comparisons, and

Control How to sustain Gains? 13
D
Define
 Contents
 Project Charter
 Project execution plan
 Map of the process – SIPOC
 Team meeting guidelines
 Phase completion checklist (as per plan)
14
D
Quick review – Phase completion
checklist
Project Ideal Time for Status as

Phase Key Tasks completion on today
Develop project charter for approved projects
Prepare detailed project plan
Prepare slide pack for review (standard slide pack)

Define Review the findings with Sponsors 1 weeks
Obtain define phase sign off from sponsors

Establish Project Team communication plan (Review
frequency for team members, Factory heads, to the
sponsors)
15
D
Project charter – Opportunity

Business Opportunity
Problem Statement:
not being right the first time” increases the COQ as a % of CM. This
1.“
project is taken up to reduce COQ / COPQ as a % of CM and help
organization gain a competitive edge in pricings of the goods to the
customer.
2.Quality of inputs have not been up to the mark (based on CSVSM’s
studied by the team), adequacy and accuracy of ‘inputs’ from cut to sew
processes are in question. If these inputs are not ‘right the first time’ it has
a direct impact on First Pass Quality of cutting, sewing and finishing.
16
D
Project charter: scope
Project Objective:
Achieve 100% first pass in below four outputs of PPE.
In scope –Inputs to Cutting, Sewing, Finishing, Embroidery,

Printing, Washing, in-house, and all other processes
responsible for giving inputs to PPE on
 Style Folder
 Size Set & Pilot Run
 Approvals and Approved sample
 Patterns & Specifications
17
D
Project charter: Benefits
Financial Benefits:
--------------annualized based on the down time
details.
External Customer Benefits:

Better first pass quality of downstream processes.
Other Benefits: Better process efficiencies
18
D
Project charter
 Project team
 Sponsor –- Mr.Manjunath Rao, Mr.Nayazullah, Mr. Tony,
Mr. Williamson, Mr.Ritesh, Mr. Manish, Mr. Jaya
Krishnan, Mr. Suresh Babu.
 Project Trainee- Arulprakash Anandhan, BSMED.
 Mentor –- –– Surya Prakash .P.B
 Team members (leaders for respective units) –- Pruthvi
19
D
Project charter – Key metrics & their

base line
Area of Improvements Target Feb
Style Folders Right First Time from 100.00% 37.50%

Marketing to PPE.
Style Folders Right First time from PPE to 100.00% 73.53%
Production.
Size Set On Time. 100.00% 70.50%
Size Set Right First Time. 100.00% 91.00%
Pilot Run On time. 100.00% 39.00%
Pilot Run Right First Time. 100.00% 100.00%
Approvals and Approved Samples. 100.00% 95.60%
Patterns and Specifications 100.00% 91.18%
20
D
Project execution plan
Execution phase Start date Finish date Actual finish (sign offs)
Define May 11, 09 May 16, 09 May 16, 09
Measure May 18, 09 May 29, 09 May 30, 09
Analyze May 30, 09 June 12, 09 June 13,09
Improve June 13,09 June 25, 09 June 26, 09
Control June 26, 09 July 06,09 July 06,09
21
D
Detailed project plan
 Detailed project plan related document
project plan
22
D
SIPOC – Our understanding of the

process
Process – Issue of style folder to Cutting

Vendors/ Supplie rsInputs Proce ss Output Custom er
Merchant Order Sheet
Merchant/Sampling Consumption Chart
Sampling Mini marker
Merchant Fabric Swatch
Style Folder
Merchant/OCM Process Route
SOP (Lay height, Fusing Temp Cutting
PDV-PPE etc.)
Merchant/Sampling Cutting Trims Preparation of Style Folder
Merchant Cutting reference Sample Sample issue Cutting reference sample
Pattern Review & Issue to
Sampling Cutting Patterns Cutting along with Size S et Cutting Patterns
23
D

process
Process – Issue of style folder to sewing & QA

S uppliers Inputs P roc es s O utput Cus tom er
Central IE D S ty le B ulletin
M erc hant O rder S heet
M erc hant S pec S heet
M erc hant BOM
M erc hant Trim Card
PPE P atterns /Tem plates for S ewing S ty le F older S ewing &
P reparation of S ty le F older
M erc hant GSS Q A File
S O P (Needle s pec ific ations , Heat
P DV -P P E trans fer tem p.)
M erc hant P P Com m ents
M erc hant P P S am ple S ewing referenc e s am ple
24
D

process
Process – Issue of style folder to Finishing
S uppliers Inputs P roc es s O utput Cus tom er
Central IE D S ty le B ulletin
M erc hant O rder S heet
M erc hant BOM
M erc hant Trim Card
P reparation of S ty le F older S ty le F older Finis hing
PPE P atterns /Tem plates for S ew ing
M erc hant GSS
P D V -P P E SOP
M erc hant P P C om m ents
25
D

process
Process – Issue of style folder to printing,

washing and embroidery
Suppliers Inputs Process Output Customer
Merchant W ashing Standard
PDV-PPE SOP Preparation of Style Folder Style Folder W ashing
Merchant Printing Strike off
PDV-PPE SOP Preparation of Style Folder Style Folder Printing
Merchant Trim Card
Merchant Embroidery Strike off
PDV-PPE SOP Preparation of Style Folder Style Folder Embroidery
26
D
Defining Deviations
Style folder: Deviation in adequacy and accuracy of contents in

style folder as compared to ‘Master style folder’ (developed in
discussion with Marketing department).
Approved Sample & Approvals: Providing the Approved sample
for production which meets the buyer specifications and Approvals on
time.
Size set and Pilot: Size set and pilot rejected by external QA.
Inadequate/inaccurate pilot – One which fails to identify bulk
production issues. Also Size set and Pilot Being On time and Right
First Time.
Pattern and specifications (for bulk production) : Pattern &
specification which was not adequate and accurate the first time and
hence impacts meeting of buyer specifications.
27
D
Team Meeting Guidelines

Name Daily (and Once in a week Once in a fortnight Once in a month Others (and mode
mode of (and mode of (and mode of meeting) (and mode of of meeting)
meeting) meeting) meeting)
Mentors – Mrs. Through phone Yes (in person)
Umadevi.N call
(Institute (institute guide)
guide)Surya &
Pruthvi
All members of the Yes (conference/ in
project person if available)
Steering committeeReview on completion of phases of the project and as and when required to clear barriers.
28
Cent Edge Program – Improve
first pass quality of PPE
Shahi Exports Private Limited – Knits

division
MEASURE: How big is the problem?
29
M
We are here..
D
 DEFINE: What is the Problem?
Define
 MEASURE: How big is the problem?

M
Measure
 ANALYZE:: What causes the problem?
A
Analyze
I process
Improve
C  CONTROL: Before & after comparisons, and

Control How to sustain Gains? 30
M
Measure
 Contents
 Data collection plan
 ‘As is process map’
 Data collection and graphical view
 Data Analysis
 Identification of low hanging fruits
31
M
Measure Phase – Execution plan

M Measure: How big is the problem?
Causual 'Cause & Effect' diagram - Using

Brainstorming - To identify X's that need to be 
incorporated in measurement plan
Carry out MSA (if applicable) NA
Develop data collection plan on chosen metrics
(Who, what, When, Where, How, How much etc), 
can also include (X's or inputs)
Develop 'As is' process Map 
Measure Data collection 1 weeks 
Data analysis (statistical tools usage) 
Identify 'Low hanging fruits' or Quick Wins 
Refine project charter (Targets for improvement, scope etc) 
Prepare slide pack for review (standard slide pack) 
Review the findings with Sponsors 
Obtain measure phase sign off from sponsors 
32
M
Data collection formats: Data Collection
Microsoft Excel
Worksheet
Plan
SL.NO WH
Style Folder
1
(From Mark
33
M
AS IS PROCESS
MAP
process map
34
M
Data collection
MARCH’09 APRIL’09 MAY ‘09 JUNE ‘09
Microsoft Office
Microsoft Office Excel 97-2003 Worksheet
Microsoft Excel Microsoft Office Worksheet
Worksheet Excel Worksheet
35
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36
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37
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38
M
Pareto for Size set and Pilot run On

Time Pareto for Size set and Pilot Not On TIme
8 120%
7
7
100%
80%
5
4 60%
3
40%
2 2 2 2
2
1 1 1 20%
1
0 0%
Internal QA Lace delay Embroidery Buyer QC Embroidery Dyeing Smocking Hand w ork
delay trim not delay delay delay M/C delay
received
39
M
Pareto for Size set and Pilot Run not Right

First Time
Pareto for Size set and Pilot not Right First Time
2.5 120%
2 100%
2
80%
1.5
60%
1 1 1
1
40%
0.5
20%
0 0%
Pattern corrections Yoke measurement spec Fabric reject Wrong construction

w rong
40
5 Why Analysis - 1- Data Analysis
Date Buyer Style Type of Complaint 1st Why 2nd Why 3 rd Why 4th Why 5th Why
5-Mar KOHLS UYT 29142/ Neck and slit tape was not It was not data not
29143 given in the folder received from available for
marketing further
analysis
6-Mar EDDIE BEAUR D 2966873 Merchant had not given the Updated spec not Data not
updated measurement chart received from available for
to PPE for sleeve length marketing further
analysis
6-Mar TOMMY 236814 Ready cutting changed to Merchant had Merchant

Panel wash. (Wash with defined as ready had asked to
Sewability Improvement cutting follow the
Solvent to increase the PDS
Sewability.)
12-Mar GRUPPOCOIN CR 010 Lay height was given as 1 1 Inch is a Wrong Same SOP No
inch. Later it had been lay SOP had been standardiza
changed to 80 plies given for tion on lay
previous SOP
styles
41
M
5 Why Analysis - 2 - Data Analysis

12-Mar MEXX DL 326 Lay height was given as 1 inch. 1 Inch is a Same SOP had No
Later it had been changed to 80 Wrong lay SOP been given for standardiza
plies previous styles tion on lay
SOP
13-Mar GAP 667 Needle type San 10 was not Lack of

mentioned in SOP. knowledge
about SAN 10
13-Mar TOMMY Button pull test had failed. Button fixing Not mentioned in Not aware Analysis
was not as per style folder about snap had not
standard pull test been done
standard for snap
pull test
42
5 Why Analysis - 3- Data Analysis
30-Mar MONOPRIX Clement collar measurement issueCollar Length was Cut Panels As collar length Collar
more than the were as per measurement was Length
Neck Width pattern not provided in was later
Buyer spec, collar revised
length was revised
30-Mar GRUPPO 4078 SOP given without color This Particular PPM
COIN fixing agent style was minutes
discussed in PPM was not
but the same was circulated
not mentioned in and not
style folder communica
ted when
the style
folder was
prepared
30-Mar TOMMY 756 Juba SOP for washing not Due to discharge Due to Slub Sewability
proper because of which printing Needle Jersey fabric improver added
needle damages at A/H & holes were high the Needle further the needle
side seam & red patches in Bottom hem, holes was holes were not
due to discharging agent Sleeve Hem high reduced
43
M
5 Why Analysis - 4 - Data Analysis

Date Buyer Style Type of Complaint 1st Why 2nd Why 3 rd Why 4th Why 5th
Why
21-Mar BENETTON 51PP Wrong needle size was This particular PPE mentioned the Needle size
mentioned in bulletin operation was needle size in SOP was not
overlooked by analyst verified in style
bulletin
18-Mar TOMMY 1524783 Snap pull test was failed Snap fixing was not as Not mentioned in Not aware No analysis
in bulk per standard style folder about snap had been
pull test done for
standard snap pull test
18-Mar A&F 4826 Embroidery placement Moose embroidery Because rectangular Pattern was Knowledge
was wrong as per pattern was tilted pattern was followed released only disconnectio
where as the bottom to follow side n between
was curve seam PPE &
Embroidery
13-Mar GAP 678 Chapa print pattern In bulk the During printing while Due to the
changed with new measurement removing from palate, gum applied
measurement between sequencing it was getting on the palate
& binding edge was expanded
out of tolerance by .5
cm
44
A
We are here..

Define

Measure
A
 ANALYZE: What causes the problem?
Analyze
I
Improve process
C
Control
45
How to sustain Gains?
A
Analyze
 Contents
 SEDAC Chart
 Identifying Improvement Opportunities
 Develop implementation plans
46
A
Analyze Phase – Execution plan

Analyze: what is actually causing the
A problem?
Cause and Effect diagram - Brainstorming & DATA 
Other analysis e.g., 5 W hy, SEDAC etc 

Validate root causes (use statistical analysis e.g.,

7 QC tools etc)
Develop improvement ideas 
Analyze 1 week
Develop implementation plans / Pilot run plan etc -

W ho, what when, where, how
Prepare slide pack for review

(sta nda rd slide pack) 
Review the findings with Sponsors 
Obtain measure phase sign off from sponsors 
47
A
SEDAC Charts
Style Folders Patterns and Specifications
Microsoft Excel Microsoft Excel

Worksheet
Worksheet
Approvals and Approved samples Size set and Pilot On time

and Right first time
Microsoft Excel Microsoft Excel

Worksheet Worksheet
48
Improvement Ideas – Kaizen Event A
Analyze
Complaints from Production to PPE -
1
Improvement Ideas How to Go One Two Three Discar Failed Succes Break
about Dot Dot Dot ded sful Through
Idea Idea
For all Tommy and Esprit styles ( slub Team needs to

jersey) fabric lubrication need to be discuss with TQA
improved in yarn or fabric team and discuss
manufacturing stage with Fabric
sourcing
For all slub jersey fabrics additional
attention has to be given (E.g.:
Lubrication, Sewability)
For all smocking styles, elastic thread Meet Purchase on
SOP has be set (E.g.: Denier, dinear and
Elasticity ) validate with Groz
Beckert
Needle tester machine has to be Discussed with
procured for PPE Mr. Suresh Babu
freeze SOP for
Sewability
Merchant should be clear about the To Conduct

style before releasing the style folder SEDAC
49
Commitment to be maintained by
Analyze
2
Improvement Ideas How to Go about One Two Three Discarde Failed Succes Break
Dot Dot Dot d sful Throug
Idea h Idea
Lay height need to be freezed based From Sampling X

on GSM, Type of process and Type of
fabric
Needle type and size need to be X
freezed while making size set
Each and every lots of the trims (Lace To Meet with Mr. X
and Tape) need to be approved by LAB Shivadasan and
for color fastness and other test finalize the SOP
Lace and fabric need to be checked X

and approved in LAB and if there is any
deviation it need to be highlighted
before releasing the folder
For all local dyed goods each and X

every lot need to be checked
PDS needs to be updated with correct X
process route before issuing the folder
to factory
50
Process sequence need to be finalized
before size set
Analyze
3
Improvement Ideas How to Go about One Two Three Discar Failed Succes Break
Dot Dot Dot ded sful Through
Idea Idea
Curing should not be done for Curing for samples has X

chapa print been done, same has
to be applied for one
style to see the result
Do not accept the process which is X

not feasible to the fabric
Sampling has to suggest needle The Same will be X

point, the same has to be followed finalized from PPE
in size set based on the Sewability
test and Needle
standard
Before releasing folder and X
pattern for bulk, PPE needs to
verify thoroughly
Folder should be released to X
factory once all the approvals of
process is clear
51
Develop bead worker in-house Not of Interest in our X
Analyze
4
about Dot Dot Dot ded sful Throug
Idea h Idea
Buyer QA should be in loop when there X

is any changes in patterns after size
set
All the spec related issues and changes X
need to be in loop with the Buyer QA
Pattern has to be given as per the On Patterns to X

shape of the garment styling discuss Discuss
with all Pattern
PPE should give correct shape and X
Masters through
placement pattern to the concerned
SEDAC
department
Sampling has to ensure that the X
pattern released by them is correct
Pattern has to be given as per the X
shape of the garment styling
Embroidery pattern should be issued as X
per garment shape 52
Analyze
5
Improvement Ideas How to Go about One Two Three Discar Faile Succes Break
Dot Dot Dot ded d sful Through
Idea Idea
Smocking ratio and measurement On Patterns to X

should be mentioned in spec sheet discuss all Pattern
Masters through
SEDAC
Pattern should be checked and On Patterns to X
corrected before starting size set discuss with all
Pattern Masters
All embroidery and printing patterns X
through SEDAC
need to be cross verified by PPE
Snaps to be selected as per utility and Set SOP's for X
construction (E.g. Light, Medium and ordering of Snaps,
Heavy duty) Based on
applications Work on
Especially the snap buttons need to be ROI for Die Sets. X
checked frequently during bulk
production
Snap and button pull test should be X
done in sampling itself
Merchants should order the imported X
dye set for all types of snaps /rivets for
NGAI SHING NS 47 model machine 53
while placing order for snap
Analyze
6
Improvement Ideas How to Go about One Two Three Discar Failed Succes Break
Dot Dot Dot ded sful Throug
Idea h Idea
Button pull test needs to be freezed in Procedure is under X

PPE place, Need to set
the SOP.
Need correct sample along with folder Discuss in SEDAC - X

Marketing and
feasibility of 2
Need final construction sample while X
samples with same
making size set construction.
Two samples received from marketing X
for a particular style should be of same
construction
For button and snap operations, need to Procedure has X
do the mock and get approval from PSO been set sample
before doing size set and pilot run needs to be set as
SOP.
Before proceeding with bulk PSO need X
to authorize in PPE itself 54
Analyze
7
about Dot Dot Dot ded sful Throug
Idea h Idea
PP sample has to be measured as On Patterns to X

against spec and pattern Discuss with all
Pattern Masters
through SEDAC
Merchant has to release the folder with Will be discussed X

all approvals . For one color all trims as a Part of
which are approved for bulk, need to be Marketing SEDAC
attached in folder
Without all details, folder should not be X
accepted
Without the complete information and X
details, style folder should not be
accepted in PPE and has to be sent back
to Marketing
Merchant should collect the trims from X
sampling and use the same for trim card
up-dation 55
Analyze
8
about Dot Dot Dot ded sful Through
Idea Idea
Before starting size set, PPE person should On Patterns X

cross verify spec with sampling and to Discuss
merchant with all
Pattern
Approved spec sheet should be signed by Masters X
Sample department and approval status
should be highlighted in the same.
Embroidery Machine needs to be procured Quote for X

for PPE the same
PP comments and approval mail X
communication copy need to be attached in
style folder when ever applicable
Mail communication about PP comments X
should be communicated to PPE and
Production before starting the size set and
production
Should not start size set without PP approval. X
As per the committed date, all the trims need X

to be issued directly to PPE 56
Size set and Pilot Run transparency to X
A
Improvement Ideas – Kaizen Event
Analyze
Complaints from PPE to Marketing - 1
Improvement Ideas Area How to One Two Three Discar Failed Succe Break
Implemen Dot Dot Dot ded ssful Throu
t Idea gh
Idea
Standard Format is required for BOM for BOM Standard X

marketing dept. format for
BOM
Once PP comments are received byConsump implement X
Sampling, CAD should recheck thetion ation from
consumption and Mini Marker mandatory sampling
without any requisition by the
merchants.
CAD has to automatically send the finalConsump X
consumption to R & D for every style sotion
that R & D can cross check and finalize
these consumption sheets.
Once if consumption is given in grams,Consump
the production has to comeback totion
merchant with original consumption in
initial stage itself. To avoid extra
ordering of fabrics.
Mini marker/consumption- Needs to beMini Decided X
only in grams and not in meters ormarker consumptio 57
centimeters. n will not
A
Analyze
Improvement Ideas Area One Two Three Discar Failed Succe Break
How to Go Dot Dot Dot ded ssful Throu
about Idea gh
Idea
PP sample should be followedPP sample X

for construction. All the
placements should be followed
as per pp comments. (label and
print/Embroidery)
Sampling has to givePP sample Merchant will be X

information to merchant giving information
regarding type of fusing that to sampling on
has been used. type of
consumption used
In case of non availability ofPP sample Implementation in X

labels, taffeta label can be place from
attached to PP Sample for sampling
placement and construction
reference.
If construction are confirmed atPP sample Provided Resize X
fit stage, folders can be set is not required 58
accepted without PP comment.
A
Analyze
Improvement Ideas Area How to Go One Two Three Discar Failed Succe Break
about Dot Dot Dot ded ssful Throu
Idea gh
Idea
Sample should have properPP Implementatio X

construction. If any changes happen insample n from
PP sample, a mock up has to be Marketing
attached with the PP Sample.
Spec has to be signed by the SamplingSpec Sign will be X
Pattern Master and Merchandiser alongSheet done by
with pattern before issuing to PPE mechant only.
Only
In case of embroidery with differentStrike It was decided X
combos, a embroidery strike off has toOff that the color
be given and for all other combos, print out to be
thread shade along with the swatch given for other
has to be given. For printing, strike off combo's and
has to be given in all the color combos one strike off
to be given
Create a standard format for fillingStrike X
different combos of embroidery color inOff
same style. So that every merchant
gives a standard method to avoid 59
confusion in all levels.
A
Analyze
Improvement Ideas Area How to Go One Two Three Discar Failed Succe Break
about Dot Dot Dot ded ssful Throu
Idea gh
Idea

PPE can accept the folder fromStyle Will be given as X

merchant if some trims areFolder a part of
missing, but the information checklist
has to be given to PPE
regarding the submission of
the same.
Prepare a standard format forTrim Card Trim card X

Trim card finalization
60
I
We are here..

Define

Measure
A
 ANALYZE: What causes the problem?
Analyze
I
Improve process
C
Control
61
How to sustain Gains?
I
Improve Phase – Execution plan

Improve: Implement ideas and improve
I process
Implement ideas 
Validate idea's effectiveness - Before & After with data 
Validate with Analysis outcome & objectives of project 
Improve Re-iterate - Analysis phase accordingly (if objectives are 1-2 weeks

not achieved)
Prepare slide pack for review(standard slide pack) 
Review the findings with Sponsors 
Obtain measure phase sign off from sponsors 
62
I
IMPLEMENT IMPROVEMENT
OPPORTUNITIES
FOR IDEAS IDENTIFIED DURING KAIZEN PROGRAM FOR

COMPLAINTS FROM PRODUCTION TO PPE
63
T
OPPORTUNIT I
Y 11. Increase of Sewability in
Slub
Jersey Fabrics -
 Initial discussion with TQA team and reviewed two styles
Tommy Juba and Espirit C788.
 SOP is set currently that the Sewability improver will be

used during Panel stage for Slub Jersey fabrics.
 Further discussed Mr. Renukumar Sourcing on increase of

sewability during fabric stage they have come back that
currently there is no method developed
64
T
OPPORTUNIT I
Y 2 2. Standardization of
Smocking Elastic Thread
based on Denier, Elasticity
 We met Purchase department on sourcing of type of elastic based
on Denier. We received feedback that the elastic which is procured
currently is finest available in market .
 Smocked Panels were sent to GROZ BECKERT following comments
were received:
 “ investigated the sewability of customer’s fabric in our sewing
laboratory.
Even with size Nm 70/10 there were material damages when the
seams were put under pressure.
With light ball point needle having size Nm 65/9 we did not
experience any material damages.”
 Further we have studied the smocking styles, and recommended
based on the study that use of Softener wash / Sewability improver
during panel wash will minimize the occurrence of needle holes.
Further Finer elastic needs to be sourced.
Denier, unit of measurement of linear mass-density of textile fiber
calculated as one gram per 9000 meters. 65
I
Design Of Experiments for
Generation Of needle Holes in
Smocking
IMPROVEMEN styles
T
OPPORTUNIT
Y2
 Full Factorial Design

T
OPPORTUNIT
Y2
Poor Quality of Elastic,

Machine setting not proper
Poor Fabric Quality
Sewability Improver
Type of Process, Occurrence of
GSM of the Fabric & Smocking Operation Needle Holes
Type of Elastic used
Proper Machine setting,

Elastic Quality
I 67
T
OPPORTUNIT I
Identification
Y2 of Low Hanging Fruits
B) DOE – For Smocking styles Needle
Holes
SL NO Floor Buyer
68
T
OPPORTUNIT I
Y 2 Identification
of Low Hanging Fruits
B) DOE – For Smocking styles Needle
Holes
SL No. SEWABILITY TYPE OF ELASTIC TYPE OF PROCESS GSM NO NEEDLE NEEDLE HOLES
THREAD HOLES
1 - - - + 2 1
2 + - - + 1
3 - + - + 3
4 + + - + 1
5 - - + + 2
6 + - + + 2
7 - + + + 2
8 + + + + 2
9 - - - - 4
10 + - - - 2 1
11 - + - - 4
12 + + - - 3
13 - - + - 5
14 + - + - 5
15 - + + - 5
16 + + + - 5
69 69
T
OPPORTUNIT I
Y2
DOE – For Smocking styles
Needle Holes
SEWABILITY TYPE OF ELASTIC THREAD TYPE OF PROCESS GSM
Present Absent A&F Local No Process, Dip Dry, Softener wash <151 >151
M/c wash
+ - + - - + - +
70 70
T
OPPORTUNIT I
Y2
Factors having maximum

impact for occurrence
of needle holes
71
T
OPPORTUNIT I
Y2
These factors having

maximum impact on
occurrence of Needle
holes
72
T
OPPORTUNIT I
Y2
There is no
correlation
between Sewabilty
Improver and Type
of Elastic
If the style is
having Softner
wash then the
Sewability As the GSM
improver will not increases from Low
have any impact to High, type of
on Needle holes Wash will not have
impact on Needle
holes
73
T
OPPORTUNIT I
Y2
Impact on
Needle holes not
much
Steeper the line greater the

Impact on Generation Needle Holes
74
STANDARD FORMULA FOR SMOKING
STYLES
Y= 0.625-0.50(Sewability)-0.625(Type of Process)-0.5(GSM)+0.50(Sewability*Type of
Process)+0.50(Type of Process*GSM)
Sewablity YES
Y= 0.62
DOE- for FUSING- BONDING STRENGTH-
36 EXPTS.
Main Effects Plot for final response
Data Means
TYPE OF FUSI NG TEMPERATURE PRESSURE
0.4
0.3
0.2
0.1
0.0
Mean
LOCAL I MPORTED 140 155 30 40

GSM TI ME
0.4
0.3
0.2
0.1
0.0
LOW HI GH 12 15
76
T
OPPORTUNIT I
Y3
3. Sewabilty Testing
 Regarding the Sewability tester awaiting quotation from
Mr. Suresh Babu

OR
 Conventional method of testing Sewability of fabric
 Sew two plies for standard length
 Apply tension and rub for 20 times
 Pull the seam and check for any needle holes
 For Testing start with Needle size 11 and
gradually reduce to 9 size
77
T
OPPORTUNIT I
Y4
4. Needle Type / Size
 The Needle type & size will be taken based on the inputs
from Groz Beckert.
 During preparation of the style bulletin, the needle size

would be suggested based on the thickness/ number of
plies.
 Also this would be cross verified during size set and

finalized before release of folder to factory.
78
T
OPPORTUNIT M
Y4
4. Needle StandardizationINVESTIGATION
–REPORT
Sl No Fabric Needle Size Point Style Preference
1 Waffle – Gsm 200 Nm 60/8 FFG SAN 10 size Nm 60/8

2 2x2 Rib Fabric – Dark Blue Nm 60/8 FFG SAN 10 size Nm 60/8
3 Single Jersey Gsm 130 - Nm 60/8 FFG SAN 10 size Nm 60/8
4 Single Jersey Gsm 130 – Pink Nm 65/9 FFG SAN 10 size Nm 65/9
5 1x1 Rib with Lycra Gsm 225 – White Nm 65/9 FFG SAN 10 size Nm 65/9
6 1x1 Rib Gsm 245 – Sea Green Nm 65/9 FFG SAN 10 size Nm 65/9
7 Single Jersey with Lycra Gsm 190 Nm 65/9 FFG SAN 10 size Nm 65/9
8 Interlock Gsm 205 – White Nm 70/10 FFG SAN 10 size Nm 70/10
9 Single Jersey Gsm 210 – Dark Grey Nm 70/10 FFG SAN 10 size Nm 70/10
10 Pique Gsm 230 – Sky Blue Nm 75/11 FFG SAN 10 size Nm 75/11
11 Three threads fleece Gsm 265 Nm 80/12 FFG SAN 10 size Nm 80/12
12 1x1 Rib with Lycra Gsm 235 – Dark Blue Nm 80/12 FFG SAN 10 size Nm 80/12
13 Double Faced – Gsm 138 – Yellow Nm 80/12 FFG SAN 10 size Nm 80/12
14 1x1 Rib with Lycra Gsm 256 – Rust Nm 80/12 FFG SAN 10 size Nm 80/12
79
T
OPPORTUNIT I
Y5
5. Lay Height Standardization
SL NO FABRIC TYPE GSM LAY HEIGHT
1 Single Jersey 210 3.5"

2 Single Jersey 130 2.5"
3 Lycra Jersey 190 3"
4 1x1 Rib Lycra 255 3.5"
5 1x1 Rib Lycra 225 3.5"
6 1x1 Rib Lycra 234 3.5"
7 1x1 Rib 245 3.5"
8 2x2 Rib 200 3"
9 2x2 Rib 130 2"
10 Interlock 205 3"
11 Pique 230 3.5"
12 3T-Fleece 265 4.5"
13 Double Faced 138 2"
14 Waffle 200 3"
15 Velour - 3.5"
80
I
Standard Fabric Relaxation Time
FABRIC RELAXATION TIME
SL.NO FABRIC TYPE COMPOSITION FABRIC PACKAGE
ROLL FORM
1 SINGLE JERSEY 100% COTTON 8 Hrs
BLENDS 24 Hrs
2 1*1 RIB 100% COTTON 12 Hrs
BLENDS 24 Hrs
3 2*2 RIB 100% COTTON 12 Hrs
BLENDS 24 Hrs
4 PIQUE 100% COTTON 24 Hrs
BLENDS 24 Hrs
5 WAFFLE 100% COTTON 24 Hrs
BLENDS 24 Hrs
6 INTERLOCK 100% COTTON 24 Hrs
BLENDS 24 Hrs
7 SLUB JERSEY 100% COTTON 8 Hrs
8 FLEECE 100% COTTON

NOTE:1) Irrespective of the type of fabric if there is any SPANDEX /LYCRA content in it then relaxation time should be 24 hrs
2) Relaxation is not required if the fabric is in bale form.
81
T
OPPORTUNIT I
Y6
6. Process Needs to be finalized
before issue of folder to factory
 On style folder release the PDS process route

will be cross verified with Merchant and what
was discussed during OCM.
 After analysis from PPE the process route will be
done.
 After size set if any changes the process route
will be revised and issued to factory.
82
T
OPPORTUNIT I
Y 77. Each and every lot Lace and Tape to
be checked for color fastness in LAB
 We verified the procedure from the Lab, all lots of laces

are being verified for color fastness.
 Further since we have faced color bleeding issue in one

style – Gruppocoin, it was discussed that while testing
lace has to be attached to White Fabric and checked for
any Bleeding.
 Testing procedure suggested that lace attached to fabric

and the ends are closed. After which the lace is
processed for wash.
83
T
OPPORTUNIT I
Y8
8. Spot Curing should not be done
for Chapa Print
 We tried few panels without spot curing for Chapa print

styles.
 Further Spot curing is not being done for styles without

garment wash.
 Chalk Powder has been used for Chapa Print where curing
is not needed for this process.
84
T
OPPORTUNIT I
Y9
9. Buyer QA in loop for any Pattern
revisions
 For any minor pattern revisions, the same will be done

keeping in loop the Nominated QA.
 For any major revisions in pattern, one SUPERIMPOSED

pattern will be done and approval to be taken from Buyer
QA.
 The pattern revisions should be checked by pattern

master and given to nominated QA
85
IMPROVEMENT
OPPORTUNITY
10 I
10. Smocking Ratio and Measurement

in Spec Sheet
Currently for all smocking ratio will be given in R&D

spec sheet
86
IMPROVEMENT
OPPORTUNITY
11 I
11. Snaps to order based on Utility
 We discussed with Purchase feed back that snap are not

being ordered based on the application.
 Procedure that before ordering of snaps the mock has to

be sent to supplier.
 Based on the application the prong length will be

determined and the same can be ordered. To discuss
with Marketing team.
 For die set to be imported along with the Die sets the Die
cost is around Rs.2500/- as compared to the in-house
cost of Rs.500/-
Adobe Acrobat
7.0 Document
87
IMPROVEMENT
OPPORTUNITY
12 I
Snap and Button Pull Test
 The procedure set is all Snap and Button pull test is

being conducted in PPE.
 In case of any failure in the snap/button pull test one

mock has to be submitted.
 Currently the snap/button test is not happening from

sampling.
SNAP AND
BUTTON PULL TEST
88
IMPROVEMENT
OPPORTUNITY
13 I
Sample Embroidery Machine
SL NO Machine Model and Description Quantity Unit Price (USD) Total Price
(USD)
1 BASHIDE
MODEL:GY904(400*680mm)
4 Heads, 9 Colors Computerized
Embroidery Machine With Single
Sequin, Cording & Boring Device,
1 $14,800 $14,800
5” LCD Monitor with Automatic
Thread Cutter and Standard
Accessories.
2 BASHIDE
MODEL:GY904(400*680mm)
6 Heads, 9 Colors Computerized
Embroidery Machine With Single
Sequin, Cording & Boring Device,
1 $15,400 $15,400
5” LCD Monitor with Automatic
Thread Cutter and Standard
Accessories.
89
I
OPPORTUNITIES
FOR IDEAS IDENTIFIED DURING KAIZEN PROGRAM FOR

COMPLAINTS FROM PPE TO MARKETING
90
IMPROVEMENT
OPPORTUNITY I
14
MASTER STYLE FOLDER TO BE CREATED
Microsoft Excel
Worksheet
IMPROVEMENT
OPPORTUNITY
15 I
Standard format for Trim Card
 Based on the complaints the highest

complaints were on trim card.
 Standard trim card has been designed
and approval from Marketing head to
proceed.
 50% of the color / thread to be in-
house during style folder release.
92
IMPROVEMENT
OPPORTUNITY
15
Standard format for Trim Card
OLD unfilled filled
Microsoft Excel NEW TRIM CARD

OLD TRIM CARD
Worksheet
IMPROVEMENT
OPPORTUNITY
16 I
Consumption not given in grams
 Concluded that the Consumption in grams is already

available in MOVEX.
 Mini marker and consumption sheet will have details
on lay length.
94
IMPROVEMENT
OPPORTUNITY
17 I
Procedure for Style Folder release
 It was discussed that any style folder

being released the checklist has to be
prepared by the merchant and this
needs to be cross verified by the DMM.
Incase the DMM is traveling then the
any other DMM to sign on the same.
PPE not to accept folder without DMM
sign.
STYLE FOLDER
RELEASE
95
I
Other Improvement Ideas

IMPROVEMENT
OPPORTUNITY
18
 Regarding Mobilon tape - only
measurement of the mobilon tape to be
IMPROVEMENT
mentioned in Trim card.
OPPORTUNITY
19
 Regarding the label placement - in case

the label is not available then one dummy
label to be attached during PP sample.
96
I
Other Improvement Ideas

IMPROVEMENT
OPPORTUNITY
20
 Sampling has to use the fusing material as
suggested by the merchant.
 Sample given to PPE should have proper
construction. In case of any changes, then
the mock has to be given along with the
garment/mentioned on the garment.
 For embroidery strike off, one strike off to be
given and color print outs can be given for
other combos.
97
I
OPPORTUNITIES
ON STYLE FOLDER FROM PPE TO PRODUCTION
98
IMPROVEMENT
OPPORTUNITY
21
Visual Work Instructions for
Preparation of Style Folder, Style folder
Checklist
Style folder Style Folder

Filled checklist
manual Checklist
FILLED
STYLE FOLDER CHECKLIST
MANUAL
99
PPE INTERNAL LAYOUT REVISIONS
IMPROVEMENT
OPPORTUNITY
22
 STRING DIAGRAM for Layout Revision:
CURRENT &
PROPOSED
100
PATTERN INSPECTION PROCEDURE
IMPROVEMENT
OPPORTUNITY
23
 Pattern Improvement: All the patterns from the sampling
are duly attested by the pattern master with deviations
and no deviations.
PATTERN
APPROVAL
101
Standardize the Seam allowance based
on the type of application and Seam
type
IMPROVEMENT
OPPORTUNITY
24
SEAM STANDARD
seam standards FOLDER
102
IMPROVEMENT
OPPORTUNITY
25
Standard Operating Procedure –
Mistake Proofing for Missing of any
data
 SOP has been reduced from 4 pages to 1 page
 Time required has drastically reduced.
 Mistake proofing for “missing of any data has been taken
care
 Standard procedure for each and every process developed
why automatically asks for data
BEFORE SOP-OLD
new sop
103
Product Library
IMPROVEMENT
OPPORTUNITY
26
 Product Library on the Intranet.
 To share the learning of the previous styles.
 The design is created in such a way that data can be

retrieved, based on type of process, style, fabric type etc.,
Product Library
UPLOADING OF PDF FILES
ON INTRANET PRODUCT LIBRARY
JO SHEET R&D SPEC
SOP PP
COMMENTS
TECK PAK
SIZE SET
COMMENTS
CONSUMPTION
REPORT PPE PRODUCTION
TRIM CARD
MEASUREMENT
REPORT
RELEASE VIEW STYLE
STYLE FOLDER FOLDER
Mandatory fields
PLS- PRODUCT LIBRARY SYSTEM
20B
20A
12F
12B
CENTRALISED SERVER
14A
FOR PRODUCT LIBRARY
12E
12H
12C
12A
12B
Retrieval of Style Folders
Information by End user
through PLS
Require a Enter the Go through Print only if

style style / Item the data in required
Information No in PLS. PLS
Demonstrate to operators best videos.
Low Performing
Operators
Explain the
operator
using standard
videos.
Queries to R&D
Any information required,

Issue related to style
folder
PPE to revert on the

Post the Query problem
on PLS
R&D
R&D
On-Line
Area of Improvements Target Feb March April May JUNE
Style Folders Right First Time 100.00% 37.50% 22.06% 6.41% 38.00% 81.63%
from Marketing to PPE.
Style Folders Right First time 100.00% 73.53% 76.47% 93.75% 92.00% 93.00%
from PPE to Production.
Size Set On Time. 100.00% 70.50% 63.33% 60.23% 59.00% 85.45%
Size Set Right First Time. 100.00% 91.00% 83.33% 90.91% 87.00% 96.76%
Pilot Run On time. 100.00% 39.00% 61.54% 60.00% 100.00% 100.00%
Pilot Run Right First Time. 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Approvals and Approved 100.00% 95.60% 94.12% 93.75% 100.00% 100.00%
Samples.
Patterns and Specifications 100.00% 91.18% 91.18% 96.25% 97.60% 98.67%
110
I
Graphical view – Trend Analysis

Style Folders Right First Time from Marketing to PPE
90.00%
81.63%
80.00%
70.00%
60.00%
50.00%
40.00%
37.50% 38.00%
Y
tP
ld
e
a F
irs
30.00%
22.06%
20.00%
10.00%
6.41%
0.00%
Feb March April May JUNE
111
I

Style Folders Right First Time from PPE to Production
100.00%
93.75% 92.00% 93.00%
90.00%
80.00%
76.47%
73.53%
70.00%
60.00%
50.00%
40.00%
Y
tP
ld
e
a F
irs
30.00%
20.00%
10.00%
0.00%
112
I

90.00% Size Set On Time
85.45%
80.00%
70.00% 70.50%
63.33%
60.00% 60.23% 59.00%
50.00%
40.00%
30.00%
Y
tP
ld
e
a F
irs
20.00%
10.00%
0.00%
113
I

100.00% Size Set Right First TIme
96.76%
95.00%
91.00% 90.91%
90.00%
87.00%
85.00%
83.33%
Y
tP
ld
e
a F
irs
80.00%
75.00%
114
I

P il o t R u n O n ti m e
P ilo t R u n R ig h t F irs t T im e
1 2 0 .0 0 %
1 2 0 .0 0 %
1 0 0 .0 0 % 1 0 0 .0 0 % 1 0 0 .0 0 %
1 0 0 .0 0 % 1 0 0 .0 0 % 1 0 0 .0 0 % 1 0 0 .0 0 % 1 0 0 .0 0 % 1 0 0 .0 0 %
8 0 .0 0 %
8 0 .0 0 %
6 0 .0 0 % 6 1 .5 4 % 6 0 .0 0 %
6 0 .0 0 %
4 0 .0 0 %
aY
eldFirstP
3 9 .0 0 %
4 0 .0 0 %
FirstPaYeld
2 0 .0 0 %
2 0 .0 0 %
0 .0 0 %
Feb M a rch A p ril M ay JU N E
0 .0 0 %
Feb M a rch A p ril May JU N E
115
A p p ro v a ls a n d A p p ro v e d S a m p le s
P a t t e r n s A n d S p e c i f ic a t i o n s
10 1 . 00 %
1 0 0 .0 0 %
10 0 . 00 % 1 0 0. 0 0 % 10 0 . 0 0%
9 8 .6 7 %
9 9 .0 0 % 9 8 .0 0 %
9 7 .6 0 %
9 8 .0 0 %
9 6 .2 5 %
9 6 .0 0 %
9 7 .0 0 %
9 6 .0 0 % 9 4 .0 0 %
95.60%
9 5 .0 0 %
9 2 .0 0 %
9 4 .0 0 % 9 4 .1 2 %
FirstPaYeld
9 3 . 75 % 9 1 .1 8 % 9 1 .1 8 %
FirstPaYeld
9 3 .0 0 % 9 0 .0 0 %
9 2 .0 0 %
8 8 .0 0 %
9 1 .0 0 %
9 0 .0 0 % 8 6 .0 0 %
Feb M a rc h A p ril M ay JUNE Fe b M a rc h A p r il M ay JU N E
116
NOT A CONCLUSION - IT’S A BEGINING
FINANCIAL BENEFITS ACHIEVED PER STYLE ON AN AVG. OF
250000 PCS/ORDER
Lean Wastes AMOUNT/STYLE AMOUNT/ AMOUNT/
MONTH YEAR
WAITING 2500 37500 450000
TRANSPORTATION 49,000 735000 8820000
EXTRA 1,900 28500 342000
PROCESSING
INVENTORY 600 9000 108000
DEFECTS 1,250 18750 225000
OVER TIME 2,100 31500 378000
OTHER WASTAGES 7,500 112500 1350000
64850 860250 11673000
Rs
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Thank you for your patience
JAI HIND
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Mrs. N. Umadevi Lecturer, Bsmed: Presented by A.Arulprakash 08MBAA07, II MBA, Bsmed

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Mrs. N. Umadevi Lecturer, Bsmed: Presented by A.Arulprakash 08MBAA07, II MBA, Bsmed

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IMPROVING FIRSTPASS OF

UNDER THE GUIDENCE OF

One of India's largest foreign exchange earners.

 Forecasting of the design by the buyer:

 Lean Six Sigma is an aggressive method for breakthrough

Can we survive with these figures in the long run?

• Execute phases of the CE program

 Measure the current state using CSVSM

 Poor sewing first pass quality

 Poor washing first pass quality

 High buyer QA re-screens

 Poor cutting first pass quality

 Poor first pass of folders received from merchants

 Poor first pass of PPE samples

 Poor cut to ship ratio

 Improve first pass of PPE (pre production execution)

D  DEFINE: What is the Problem?

M  MEASURE: How big is the problem?

A  ANALYZE: What causes the problem?

I  IMPROVE: Implement Ideas & Improve

 MEASURE: How big is the problem?

C  CONTROL: Before & after comparisons, and

Project Ideal Time for Status as

Prepare detailed project plan

Prepare slide pack for review (standard slide pack)

Obtain define phase sign off from sponsors

Project charter – Opportunity

Project charter: scope

In scope –Inputs to Cutting, Sewing, Finishing, Embroidery,

Project charter: Benefits

External Customer Benefits:

Other Benefits: Better process efficiencies

Project charter – Key metrics & their

Style Folders Right First Time from 100.00% 37.50%

Approvals and Approved Samples. 100.00% 95.60%

Patterns and Specifications 100.00% 91.18%

Project execution plan

Define May 11, 09 May 16, 09 May 16, 09

Measure May 18, 09 May 29, 09 May 30, 09

Analyze May 30, 09 June 12, 09 June 13,09

Improve June 13,09 June 25, 09 June 26, 09

Control June 26, 09 July 06,09 July 06,09

Detailed project plan

 Detailed project plan related document

SIPOC – Our understanding of the

Process – Issue of style folder to Cutting

SIPOC – Our understanding of the

Process – Issue of style folder to sewing & QA

SIPOC – Our understanding of the

SIPOC – Our understanding of the

Process – Issue of style folder to printing,

Style folder: Deviation in adequacy and accuracy of contents in

Team Meeting Guidelines

Mentors – Mrs. Through phone Yes (in person)

(Institute (institute guide)

All members of the Yes (conference/ in

project person if available)

Shahi Exports Private Limited – Knits

 MEASURE: How big is the problem?

C  CONTROL: Before & after comparisons, and

Measure Phase – Execution plan

Causual 'Cause & Effect' diagram - Using