Improving Quality of Raymonds Jacket Line

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

Place: Bengaluru Name: Aashish Kukreti
Date: 15/06/2014 PRN: 13020841121








Acknowledgement

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.




Place: Bengaluru Name: Aashish Kukreti
Date: 15-06-2014 PRN: 13020841121






TABLE OF CONTENT

S.NO TOPIC



Page Number
1 CHAPTER-1
INDUSTRY ANALYSIS 8
COMPANY ANALYSIS 19
INTRODUCTION OF PROJECT 21
OBJECTIVES OF STUDY 25

2 CHAPTER-2
LITERATURE REVIEW 27
RESEARCH METHODOLOGY 28
LIMITATIONS OF STUDY 30


3 CHAPTER-3
ANALYSIS OF DATA 31


4 CHAPTER-4
FINDINGS AND CONCLUSION 45
SUGGESTIONS 46

5 BIBLIOGRAPHY 50
6 ANNEXURE 51
7 BIBLOGRAPHY 52








TABLE OF GRAPH
S.NO TOPIC



Page Number
1 Table on Defect log

36
2 Table on weekly defect log

37
3 Table on Rework Calculation

38
4 Bottle Neck calculation

43
4 DIAGRAM
Pareto chart 37
Successive Testing Diagram 47
Confirmation Diagram 49














EXECUTIVE SUMMARY

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;

proc print data=Sasuser.Project3;


run;

run;
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/weavin
g 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 10
2
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
sweat shield
open/miss
0 4 0 0 4 1
shade/damage/weavin
g/defect
0 0 0 3 3 1
Packet corner open 0 0 0 0 0 0
Lining seam open 0 0 0 0 0 0
Flap gaping 0 0 0 0 0 0
Sleeve button
missing/loose st
0 0 0 0 0 0
Elbow seam stitch
open
0 0 0 0 0 0
Elbow seam checks
miss-match
0 0 0 0 0 0
sleeve vent improper 0 0 1 0 1 0
sleeve inseam stitch
open
11 12 13 0 36 9
sleeve bottom hem
open
0 1 1 1 3 1
shade/damage/weavin
g defect
0 0 0 0 0 0
Back track thread
visible@ sle
0 4 4 0 8 2
sleeve hiking 0 0 0 0 0 0
Back pocket corner
open
0 0 0 0 0 0
fusing marks 0 0 0 5 5 1
sleeve cotte open 0 0 0 0 0 0
sleeve button gaping 0 0 0 0 0 0
George seam shapeout 0 0 0 0 0 0
Lapel peak shape out 78 39 78 51 24
6
62
Notch width uneven 0 0 0 1 1 0
Lapel point uneven 0 0 4 0 4 1
Front edge shape out 0 0 1 0 1 0
Front edge thickness 0 0 1 0 1 0
Bottom lining open 0 0 0 3 3 1
Lining loose/tight 0 0 0 2 2 1
Button hole cross 0 0 2 0 2 1
Bar tick miss 0 0 0 0 0 0
Vent stitch open and
down
0 12 0 24 36 9
Lapel break improper 0 0 0 5 5 1
Facing loose 0 0 5 0 5 1
Bottom shape
improper
68 74 72 8 22
2
56
Front fullness 0 0 0 0 0 0
Piping visible 0 0 0 0 0 0
Un Trimmed thread 0 0 0 0 0 0
Flower button hole
miss/improper
12 0 0 42 54 14
sleeve break 0 0 0 0 0 0
Bottom stitch fullness 0 0 0 0 0 0
crown bend 0 0 0 0 0 0
Hanger loop 0 4 10 5 19 5
sleeve attaching 0 0 0 0 0 0
sleeve balance out 0 0 0 3 3 1
armhole open 17 17 28 0 62 16
front back armhole 0 7 5 3 15 4
Under armhole stitch
loose open
0 0 0 8 8 2
sleeve edge stitch 0 0 1 0 1 0
open
body basting thread
visible
0 0 0 0 0 0
Armhole visible 17 3 0 20 40 10
lining closing open 0 0 0 0 0 0
Top stitch open/miss 0 0 0 0 0 0
Prick stitch
miss/uneven
0 3 3 9 15 4
Sleeve head roll fold 0 0 0 0 0 0
Chest canvas fold 0 0 0 0 0 0
Arm folding 0 0 0 0 0 0
chest loose 0 0 0 0 0 0
Vent tucking miss
tight
0 0 0 0 0 0
Pocket visible 0 0 0 0 0 0
Bottom AM dent 0 0 0 0 0 0
Bottom top stitch
fullness
0 0 0 0 0 0












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

sweat shield open/miss 0 4 0 0 4 1
shade/damage/weaving/defect 0 0 0 3 3 1
Packet corner open 0 0 0 0 0 0
Lining seam open 0 0 0 0 0 0
Flap gaping 0 0 0 0 0 0
Sleeve button missing/loose st 0 0 0 0 0 0
Elbow seam stitch open 0 0 0 0 0 0
Elbow seam checks miss-match 0 0 0 0 0 0
sleeve vent improper 0 0 1 0 1 0
sleeve inseam stitch open 11 12 13 0 36 9
sleeve bottom hem open 0 1 1 1 3 1
shade/damage/weaving defect 0 0 0 0 0 0
Back track thread visible@ sle 0 4 4 0 8 2
sleeve hiking 0 0 0 0 0 0
Back pocket corner open 0 0 0 0 0 0
fusing marks 0 0 0 5 5 1
sleeve cotte open 0 0 0 0 0 0
sleeve button gaping 0 0 0 0 0 0
George seam shapeout 0 0 0 0 0 0
Lapel peak shape out 78 39 78 51 246 62

Notch width uneven 0 0 0 1 1 0
Lapel point uneven 0 0 4 0 4 1
Front edge shape out 0 0 1 0 1 0
Front edge thickness 0 0 1 0 1 0
Bottom lining open 0 0 0 3 3 1
Lining loose/tight 0 0 0 2 2 1
Button hole cross 0 0 2 0 2 1
Bar tick miss 0 0 0 0 0 0
Vent stitch open and down 0 12 0 24 36 9
Lapel break improper 0 0 0 5 5 1
Facing loose 0 0 5 0 5 1
Bottom shape improper 68 74 72 8 222 56
Front fullness 0 0 0 0 0 0
Piping visible 0 0 0 0 0 0
Un Trimmed thread 0 0 0 0 0 0
Flower button hole miss/improp 12 0 0 42 54 14
sleeve break 0 0 0 0 0 0
Bottom stitch fullness 0 0 0 0 0 0
crown bend 0 0 0 0 0 0
Hanger loop 0 4 10 5 19 5

sleeve attaching 0 0 0 0 0 0
sleeve balance out 0 0 0 3 3 1
armhole open 17 17 28 0 62 16
front&back armhole 0 7 5 3 15 4
Under armhole stitch loose&ope 0 0 0 8 8 2
sleeve edge stitch open 0 0 1 0 1 0
body basting thread visible 0 0 0 0 0 0
Armhole visible 17 3 0 20 40 10
lining closing open 0 0 0 0 0 0
Top stitch open/miss 0 0 0 0 0 0
Prick stitch miss/uneven 0 3 3 9 15 4
Sleeve head roll fold 0 0 0 0 0 0
Chest canvas fold 0 0 0 0 0 0
Amfolding 0 0 0 0 0 0
cheest loose 0 0 0 0 0 0
Vent tucking miss tight 0 0 0 0 0 0
Pocket visible 0 0 0 0 0 0
Bottom AM dent 0 0 0 0 0 0
Bottom top stitch fullness 0 0 0 0 0 0

TABLE2: DAILY DEFECT REPORT
Please double click on the below excel. Unable to display as the size is large.
DAILY DEFECT
REPORT