avinash,anurag (apparel internship)
TRANSCRIPT
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Under the Guidance of Presented byMr. Saurabh ChaturvediAssociate Professor
Anurag Singh and Avinash KumarB.F.TECH, SEM-VII
National Institute of Fashion Technology, Kangra
Presentation based on 14 weeks Internship at
Creative Clothex
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Company ProfileCompany Name CREATIVE CLOTHEXYear of Establishment 1997
Product Categories Sports Jackets Sports Shorts Sports T- Shirts Track Suits Track Pants Sweatshirt
Location A-1, Sector- 59, Noida (U.P)
Annual Turnover 35 CroresCapacity 50,000 – 60,000 garments/monthWork force 550Owner Mr. Mohit Singhal
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VisionThe company was formed in 1997 with a vision to cater to the ever growing domestic and overseas markets and since then the company has been quite active in the domestic market and has now started exports as well.
GoalOur goal is to win our customers trust and confidence through our reliability, so we can develop long-term programs and alliances.
Vision/Goal
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Product Range Sports Jackets Sports Shorts Sports T- Shirts Track Suits Track Pants Sweatshirt
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Buyers
The Company has its own active brand named AURRO and AEGLE.
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Organisation StructureManaging Director
(Mr. Mohit)
General Manager(Mr. Indrajeet
Singh)
HR Departmen
t(Mr. Anup)
Merchandising
(Ms. Preeti)
Fabric Store& Cutting
(Mr. Amit)
Production Quality(Mr.
Mustafa)
Industrial Engineering(Mr. Gopal)
Packing (Mr. Vivek)
Finishing(Mr. Subodh)
Sampling(Mr.
Sharmanand)
Sewing(Mr. Sudeep)
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BUYER PRODUCT
DEVELOPER MERCHANT SAMPLING
FABRICTESTINGMARKER PLANNINGSPREADING
CUTTINGBUNDILING
AND TICKETING
PRODUCTION WASHING
FINISHING AND
PRESSINGPACKINGDISPATCH
Work Flow
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Merchandising department
Sampling department
Fabric store department
Trims and accessories
store department
Spreading & Cutting
department
Sewing department
Quality Assurance
department
Finishing & Packaging
department
Maintenance Department
Finance and Accounts
Department
HR/Admin Department
Departments
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A merchant is the person who acts as a link between a buyer and vendor. He is the one who is central or integral part of a garment industry.
Merchandising
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Merchandiser’s Responsibility
Responsibility
MerchandiserInternal & external communication
Sampling
Preparing internal order sheets
Accessories & trims
Preparing purchase orders
Getting approvals on lab dips and bit loomsAdvising and assisting production and quality
departmentMediating production and quality departments
Helping documentation
Taking responsibility for inspectionsGiving shipping instructions and following
shipment
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Receipt of the
techpack
BOM draft for sampling
Pattern making
Raw material procure
mentRaw material inspectio
n
Proto sample develop
ment
Getting approval on proto sampleFit
sample making
Getting the fit
sample approve
d
BOM draft for producti
on
Approval sample develop
mentOrder approve
d for producti
on
Getting approvals on size
set samples
Raw material procure
mentR aw material inspectio
n
GPT/FPT to
conform to
standards
Approval on pre
production
sample
Order file
transferred to the producti
on departm
ent
Follow up with
the producti
on departm
ent
Send shipmen
t samples to the buyer
Follow up with
the producti
on departm
ent till delivery
Process flow in merchandising department
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Sampling• Develops various samples as required by the buyer before actual production
• Helps in determining thread consumption, constructional constraints or difficulties
• Develops samples according to the tech packs provided by the buyer and the pattern made by the pattern maker
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SamplingGetting clarifications about style details from
merchandiser
Checking pattern’s workability.
Preparation of different samples and getting the buyer’s approval.
Informing quality related problems, encountered during preparing samples, to QC.
Minimizing operations and consumption.
Responsibilities of sampling department
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PROTO TYPE SAMPLE MADE
Different types of samples
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Machine Details in Sampling Department
S.NO
M/c TYPE
MANUFACTURER
No. of M/c
1 SNLS JUKI 11
2 SNLS GEMSY 3
3 O/L 5 JUKI 1
4 O/L 5 PEGASUS 1
5 KANSAI 1
6 BARTACK
JUKI 1
7 FLATLOCK
JUKI 1
8 SPL M/C KINGTEX 1
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Richpeace Software is used for Computer aided Design of pattern
Software is used for grading, alterations, marker making, calculating fabric consumption, printing marker /pattern for cutting, maintaining pattern database, etc
Pattern masters also help and instruct workers in the CAD department
CAD
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PATTERN MAKING
GRADING
CUT ORDER PLANNING
DIGITIZING
STYLE/PATTERN DESCRIPTION
MARKER MAKING
PRINTING FOR CUTTING
Computer Aided Design
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RichpeaceThis software performs the following functions:
o Pattern makingo Pattern modificationo Pattern digitizingo Pattern grading
Main equipment used:• Pattern pieces• Digitizer• Software• Plotter
CAD Software
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CAD Advantages1. Significant reduction in lead times.2. Reduction in labour costs for generating new styles &
modifying existing ones.3. Achieving significant reductions in fabric utilization.4. Percentage wasted; computed and displayed for each layout.5. Wastage of fabric reduced.6. Software is used for grading, alterations, marker
making, calculating fabric consumption, printing marker /pattern for cutting, maintaining pattern database, etc
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Fabric Store maintains the fabric coming from mills
It enters the data regarding the inward and outward movement of the fabric in the specified quantity
It stores the fabric in such a way so as to make the identification of the fabric rolls easy
Fabric Store
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Process Flow of Fabric Store
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100% inspection for sampling or lining or net fabric.
Inspection for production order fabric as per buyer’s requirement.
Check the fabric for the bowing or skewing.
Check fabric roll for the defects.
Allocate points to the defects.
Fabric audit procedure
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Inspection
POINTS/100 SQ. YARDS
THAN CLASSIFICATIONACCEPTED BELOW
40 POINTSREJECTED ABOVE 40
POINTS
LEVEL POINT
0-3 inches 1
3-6 inches 2
6-9 inches 3
Over 9 inches 4
CUT/HOLES POINT
0-1 inches 1
1-1.5 inches 2
Over 1.5 inches 4
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IEWorking of IE is as follows:
Calculating SMV Making Operation Bulletin Calculation of thread consumption Designing of work aid devices; Folders, Guide & Profiles Update SMV and finalize report Prepare work station layout Line setup Capacity check analysis and feedback Production study and increased efficiency
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Spreading & Cutting• Spreading is done manually
• Both straight knife and end cutter is used for cutting
• Ticketing and bundling is also done here
• After bundling, parts are issued to the sewing department
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SPREADING
MARKER LAYERING
TICKETING
CUTTING MANUAL/AUTOMATIC
BUNDLING
CHECKING
FUSING
TRANSFER TO PRODUCTION
Spreading & Cutting
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Spreading
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Cutting
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Ticketing
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Fusing Machine
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Fusing Machine Specification
MODEL HP-1000LW
POWER SUPPLY Three phase
RATED OUTPUT HEATER: 21.6kwMOTOR: 705W
FUSHING WIDTH 1,000mmMAX.BELTSPEED 12.7m/minMAX.PRESSURE 5kg/cm2
MAX.TEMPERATURE 198℃HEATING TIME 6.5~ 31sec.DIMENSIONS 4,327 X 1,606 X 1,255mm
WEIGHT (Approx)1,500kg
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Bundling
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Workforce planning Recruitment Skills management Training and development Personnel administration Compensation in wage or salary Time management Employee engagement activities Personnel cost planning Performance measuring systemCSR(Corporate Social Responsibility)
Human resource management
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Production Planning & Control
PRE PRODUCTION PHASE: •Before production starts the PPC department starts the planning in order to determine the timeline during which each production activity has to be performed.•TNA action calendar is prepared accordingly to determine the duration for each activity.
PRODUCTION PHASE•During the production phase the PPC is responsible for controlling the production rate. Micro planning is done on daily basis with IE department to meet required targets.•PPC also keeps track on the material procurement dates such as fabric received dated for the purpose of revising TNA calendar.
POST PRODUCTION PHASE •After the production PPC department keeps track of various activities such as finishing, washing, packaging and inspection dates and details.
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Production Floor
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Production floor follows Progressive Bundle system.
Sewing Department
• Pieces cut in cutting are stitched together to make garments
• They had 10 lines of approx. 30 m/cs each
• Parts were given in bundles of 15-25 pcs
• Each line had a line supervisor, a inline quality checker, a end line quality checker and 2-3 helpers
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Cut parts received from the
cutting room
Bulk production
beginsIn line
inspection
End line checking
Button-button hole/
bartackRough
checking Ironing
Final checking
Measurement checking
Tagging PackingQA audit by the buying
house
Ex - factory
Sewing Process Flow
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• After assembly, the garments now come for finishing- a key stage of garment manufacturing process. Finishing is done to prepare the final garment according to the quality standards of the buyer before packing it for shipment
Finishing
• Unwanted threads are cut, spots and stains are removed, ironed, folded and packed according to buyer’s specification
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GARMENT COMES FROM PRODUCTION
Process Flow: Finishing
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Finishing Machines No. of MachinesVacuum Table 20
Stain Removing Gun 15
Stain Removing W/S 3
Form Finisher 2
Finishing Machine Details
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Packing is the last stage where the finished garments are primed, organized, geared up for the shipment to the buyer, the entire process from the way a garment will be folded to the final labelling of the cartons is dictated by the buyer’s specifications.
Packaging
• Pieces are put in cartons and packed for shipment according to the packing list prepared
• Third party inspection is done if buyer asks for it
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Process Flow: Packaging
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Servicing of machine To ensure the correct working of the machines Oil change Replacement of defective parts Servicing of Motor Changing the guides and work-aids Checking machine settings whenever required Setting the machines for a new batch Checking of Boilers for steam Electricity supply—if power is gone then starting of
generator To check the electricity and voltage supply every
morning in all the phases
Maintenance
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ProjectPROJECT 1- Process Improvement from cut to load
PROJECT – 2: Rework reduction through six sigma approach
PROJECT – 3: Calculator for end bit efficiency
PROJECT – 4: Database for order tracking
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Objective:- To study, analyse and improve cutting
room efficiency and capacity.To use various tools and calculate the
present capacity of the cutting section.
PROJECT 1- Process Improvement from cut to load
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Receive cut order plan Load in spreader Preparation of Table Paper work Spreading of fabric Transport to cutting table Marker spreading Paper work for cutting challan Cutting Transport to Ticketing table Ticketing 1 (for fusing, printing and embroidery) Ticketing 2 (for rest pieces) Transport to fusing Fusing/Heat transfer/Embroidery Sorting (according to size wise after embroidery) Embroidery Checking Bundling Transport to Sewing Floor
Activities in Cutting Room
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Determination of SMV for all the operations in spreading & cutting.
Determination of capacity for each process in spreading and cutting department.
Identification of bottleneck operations.To determine the average throughput time
for different types of fabric. i.e. body fabric, hosiery and lining fabric.
Study of the existing layout with reference to material flow & explore scope of improvement.
Data Collection:-
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Process Strength
Store Helper 2
Spreading 12
Cutting 3
Cutting Helper 3
Ticketing 3
Bundling 4
Fusing 2
Heat transfer printing 6
Checking and Sorting 5
Data Entry 1
Quality Auditor 4
Man Power Allocation:-
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Process Unit Time Strength CapacitySpreading 13.86
sec/gmt/group4 groups of 12 ppl 8312 gmt/day
Cutting 39 min 12 sec/gmt/master
6 ppl (3 master,3 helper)
6612 gmt/day
Ticketing 29.16 sec/gmt/person
3 ppl 2979 gmt/day
Fusing 6.84 sec/gmt/person
2 ppl 4210 gmt/day
Sorting after embroidery
6.6 sec/gmt/person
3 ppl 13091 gmt/day
Embroidery checking
12.0 sec/gmt/person
2 ppl 4800 gmt/day
Bundling 43.75 sec/gmt/person
4 ppl (1 for bundle info entry)
1975 gmt/day
Capacity Study:-
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Layout Study:- We have studied cutting room layout carefully and we suggest
some improvisations for better material flow. During layout study of cutting room, we found that there was
a lot of space which is not being used in a proper way. So we discussed it to our mentor (PPC head) and suggest her that this space can be used for various purposes to improve the capacity and efficiency of cutting room.
We have allocated some tables to reduce material movement time and better smooth flow of materials. Ticketing can be done near on cutting tables.
We suggest that more cutting tables should be placed to improve the cutting capacity.
Sorting and Embroidery checking can be done simultaneously. So we can allocate manpower as per necessity.
We allocate extra manpower (sorting and embroidery checking) for bundling process.
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Waiting time Negligence of operators Paper work Measuring length and width of ply Roll changing No proper identification Zigzag movement due to improper lay out No proper planning Improper machine use Defect marks Sharing of working instruments Absence of operators Workers’ fatigue less experienced workers Poor machine performance Due to excess humidity and temperature No accountability in the department No standard operation followed by operator
Factors Causing delay:-
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Sorting and Embroidery checking can be done simultaneously so that we can allocate some manpower as per necessity, which reduce idle time and improve efficiency and productivity.
Proper production planning Minimum waiting time Proper allocation of manpower Effective application of industrial engineering Well trained operator Proper layout plan Minimum rework Smooth running of cutting machine Pressure bar and stand for all spreading table should be provided Manual counting is not required Correct roll Shade variation, length Width of the fabric should be issued by proper identification
Recommendations:-
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Process Unit Time Strength Capacity Extra Capacity
Spreading 11.39 sec/gmt/group
4 groups of 12 ppl
10114 gmt/day 1802 gmt/day
Cutting 27 min 12 sec/gmt/master
6 ppl (3 master,3 helper)
12705 gmt/day 6093 gmt/day
Ticketing 18.56 sec/gmt/person
3 ppl 4655 gmt/day 1676 gmt/day
Fusing 6.08 sec/gmt/person
2 ppl 4737 gmt/day 527 gmt/day
Heat transfer printing 20 sec/gmt 6 ppl 8640 gmt/day
Bundling 31.62 sec/gmt/person
6 ppl (1 for bundle info entry
2732 gmt/day 757 gmt/day
Capacity Study (after implementation of project):-
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PROJECT – 2: Rework reduction through six sigma approach
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Six sigma approach
Project Charter
FMEAPrioritization matrix
High RPN CausesCause & Effect Diagram
Gemba
Why- Why Analysis Solutions To Root Causes
D
M
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Control phase
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Currently in Line 5 , average rework in sewing is 20-22% for August, 2015 , This results extra cost, operator time, increased lead time leading to delay in delivery, customer dissatisfaction in terms of reliability resulting in loss of confidence.
Project Charter
DEFINE PHASE
WHERE
EXTENTWHEN
M
A
I
C
D
A zone The defects of the garment which is visible when it is packed.B zone The defects of the garment which is visible when garment is opened flat.C zone The defects which can be seen when the garment is turned.MEASURE PHASE
Defect Zones
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D
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Defect CollectionDEFECT Defected
Quantity Inspected Quantity % defected Cumulative % defected
Joint Out 18 44 40.9 22.5Label Centre out 5 8 62.5 6.3
Puckering at Waistband 8 21 38.1 10.0Reverse stitch showing (waistband
join, binding) 48 50.0 5.0
Care label to much inside 2 4 50.0 2.5
Stripe gap uneven (waistband join) 13 33.3 1.3
Waistband extension uneven 3 12 25.0 3.8Reverse join (cuff join) 1 5 20.0 1.3
Cuff attached 8 12 66.7 10.0Pocket width uneven(pocket
attach) 13 33.3 1.3
Teeth stain 8 8 100.0 10.0Panel up-down 4 6 66.7 5.0
Number mismatch 3 3 100.0 3.8Uneven stitch(neck topstitch) 7 7 100.0 8.8
Stitch on print 3 3 100.0 3.8Wrong thread 2 4 50.0 2.5
End finish not ok 1 3 33.3 1.3Holing gap not ok 1 3 33.3 1.3
80 157
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Defect CollectionRank DEFECT Cumulative % of defects 1 Joint Out 22.5
2 Puckering at Waistband 10.0
3 Cuff attached 10.0
4 Teeth stain 10.0
5 Uneven stitch(neck topstitch) 8.8
6 Label centre out 6.3
7 Reverse stitch showing(waistband join, binding) 5.0
8 Panel up-down 5.0
9 Waistband extension uneven 3.8
10 Number mismatch 3.8
0
5
10
15
20
2522.5
10 10 10 8.86.3
5 53.8 3.8 3.8
2.5 2.51.3 1.3 1.3 1.3 1.3
Failure Mode Effect Analysis(FMEA)
ANALYSE PHASE
Process Function/ Requirements (+ve)
Potential Failure mode (-ve) Potential Effect(s) of failure SEV Potential Cause (s) OCC Current process control DET
Risk Priority
No.Parts Rework < 2% Parts Rework > 2% High rejection 8
8
Unskilled Operator 9 Skill Matrix 6 432 Low Productivity 8 Lack of Understanding 5 PP meeting 4 160 Low efficiency 8 Lack of SOP 8 Mock display 6 384 Poor quality 8 SOP not followed 8 Mock display 6 384 Over time Cost 5 Pressure to produce 4 No Control 10 320 Reliability reduced 5 Poor raw material quality 8 RM Inspection 5 320 Delay in Delivery 8 Cut parts quality 8 Panel Inspection 8 512 OTIF reduced 8 Missing panels 6 Bundle Ticket 9 432 Raw material wastage 5 Wrong side Numbering Sticker 8 Panel Inspection 5 320
Customer Dissatisfaction 7 Marking Pens ( without trial run) 5 Stopped using marking pens 3 120
No feeding to Assembly 8 Needle Size ( without trial run) 4 R & D in Sampling 5 160
Increased WIP 7 Wrong Pattern 5 Verified and Seal by Sampling head 7 280
Work Pressure 5 Unavailability/ Wrong / Missing of Emb 6 Quality and Quantity inspection 9 432
High Absenteeism 5 Poor fusing quality 8 Bond Strength report 9 576
Improper Temperature for Fusing due to neglegency 4 Bond Strength report 9 288
Improper Pressure for Fusing due to neglegency 4 Bond Strength report 9 288 Poor quality numbering stickers 6 No Control 10 480 Parts cut in selvedges 4 Lay markers as per fabric width 6 192 Matching standards not followed in cutting 6 Buyer Specs followed 7 336 Delay in embroidery panels 5 Line Loading Plan 8 320 Delay in print panels 5 Line Loading Plan 8 320 Delay in tapes 5 Trims checklist / Prod Plan 8 320 Delay in labels 5 Trims checklist / Prod Plan 8 320 Delay in buttons 5 Trims checklist / Prod Plan 8 320 Wrong label placement 4 Tech pack 3 96 Wrong issues of Labels 6 Trim Card 3 144 Wrong issues of buttons 6 Trim Card 3 144 Wrong issues of Threads 6 Trim Card 3 144 Trims missing in trim cards 8 Trim Card 8 512 Machine not set as per standard 8 SPI mockup 6 384 Wrong folders & Guides 5 PP meeting 7 280
Same machine bobbin case not used 5 Bobbin case bag with m/c number 3 120
SPI not set as per spec 5 Inline / Endline checking 3 120
Process Function/ Requirements
(+ve)Potential Failure
mode ( -ve)Potential Effect(s) of
failure SEV Potential Cause (s) OCC Current process control DETRisk
Priority No.
Assembly Rework < 2%
Assembly Rework > 2% High rejection 8 8 Unskilled Operator 9 Skill Matrix 6 432
Low Productivity 8 Lack of Understanding 5 PP meeting 4 160 Low efficiency 8 Lack of SOP 8 Mock display 6 384 Poor quality 8 SOP not followed 8 Mock display 6 384 Over time Cost 5 Pressure to produce 4 No Control 10 320 Reliability reduced 5 Poor raw material quality 8 RM Inspection 5 320 Delay in Delivery 8 Cut parts quality 8 Panel Inspection 8 512 OTIF reduced 8 Missing panels 6 Bundle Ticket 9 432 Raw material wastage 5 Missing sticker in parts 8 Bundle Ticket 9 576 Customer Dissatisfaction 7 Marking Pens ( without trial run) 5 Stopped using marking pens 3 120 No feeding to Finishing 8 Needle Size ( without trial run) 4 R & D in Sampling 5 160 Increased WIP 7 Wrong Pattern 5 Verified and Seal by Sampling head 7 280 Work Pressure 5 Bundle mix up 5 Serial matching by helpers 7 280 High Absenteeism 5 Delay in ready parts 5 Production report / plan 7 280
Shade Variation in garments 7 Delay in tapes 5 Trims checklist / Prod Plan 8 320
Delay in labels 5 Trims checklist / Prod Plan 8 320 Delay in buttons 5 Trims checklist / Prod Plan 8 320 Wrong label placement 4 Tech pack 3 96 Wrong issues of Labels 6 Trim Card 3 144 Wrong issues of buttons 6 Trim Card 3 144 Wrong issues of Threads 6 Trim Card 3 144 Trims missing in trim cards 8 Trim Card 8 512 Machine not set as per standard 8 SPI mockup 6 384 Wrong folders & Guides 5 PP meeting 7 280 Same machine bobbin case not used 5 Bobbin case bag with m/c number 3 120 SPI not set as per spec 5 Inline / Endline checking 3 120
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Failure Mode Effect Analysis(FMEA)
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SEV Potential Cause (s) OCC Current process control DET Risk Priority
No
8
Cut parts quality 8 Panel Inspection 8 512
Unskilled Operator 9 Skill Matrix 6 432
Missing panels 6 Bundle Ticket 9 432Unavailability/ Wrong / Missing
of Emb. 6 Quality and Quantity
inspection9 432
Poor fusing quality 8 Bond Strength report 9 576
Poor quality numbering stickers 6 No Control 10 480
Trims missing in trim cards 8 Trim Card 8 512
Missing sticker in parts 8 Bundle Ticket 9 576
Poor Cutting quality 8 Panel Inspection 8 512
Bundle mix up 8 Bundle Ticket/ Sticker 8 512
Lack of SOP 5 No control 10 400Uncut threads 8 Inline / End line checking 9 576
Numbering stickers not removed 6 Inline / End line checking 9 432
Sticker marks 6 Inline / End line checking 9 432
Stains 6 Inline / End line checking 9 432
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1 Poor fusing quality2 Missing sticker in parts 3 Uncut threads 4 Cut parts quality 5 Trims missing in trim cards 6 Bundle mix up 7 Poor quality numbering stickers 8 Unskilled Operator 9 Missing panels 10 Unavailability/ Wrong / Missing of Emb 11 Numbering stickers not removed 12 Sticker marks 13 Stains
Estimated Root Cause
I
C
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M
A
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List of Top Defects
Joint Out Puckering at Waistband
Uneven stitch (neck topstitch) Label centre out Cuff attached Panel up-down
Uneven width(welt pocket, waistband ) Waistband extension uneven
Number mismatch
Actual Root Cause Identification
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Ishikawa Diagram for Armhole joint out
Notch not matching Notch missing
Uneven shape of sleeve Fabric quality
Uneven sleeve line match
Armhole joint out
Man
Machine Material
Method
Causes Effect
M/c breakdownImproper line matching of body
Uneven width during handling New operator
Pressure on operator for production
Uneven width at armholeUneven width during handling Operator handling
New operatorSelf-checking method not adopted Armhole downstitch
Side seam join up down
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Causes SOP/SPEC Man Uneven Width at armhole Even armhole piping required, correct use of folders
Uneven width during handling Proper width should be maintained by the operator himself or use guides
Operator handling Training; Smooth pull, smooth peddling, smooth feeding maintaining equal allowance throughout the operation
New Operator Operator should be properly trained for the operation they are supposed to perform
Self checking method not adopted Operators should have a habit of regularly checking their work and the pieces they are handed, they should not neglect any fault
Armhole downstitch Should be even and done carefully according to specifications provided
Previous operation Operators should always check the pieces for any faults Mismatch of notch Notches should be properly marked and matched Operator's negligence Operators should be trained well not to neglect problems or faults Disturbance by others Operators should not disturb others Side seam join up down Side seam should be carefully done matching the notches Machine
Improper machine pressure foot Should be proper as per style ensuring correct holding capacity.
Improper line matching of body Front and back body line should correctly match
Machine settings Reconditioning and resetting as per fabric quality, feed time and looper time
Machine breakdown Method
Uneven width during handling Operators should be properly trained to maintain even widths
Improper/ wrong method of finishing GSD
Pressure on operator Material Notch not matching Notch should be properly done in cutting Notch missing Notches should not be missed in cutting Uneven shape of sleeve Cutting should be properly done of parts
GEMBA- Armhole Joint Out
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Uneven width during handling Operator handling Armhole down stitch Side seam join up down Improper method of notch matching Operator’s negligence Improper line matching of body Mismatch of notch Uneven shape of sleeve Fabric quality Uneven sleeve line match Disturbance by other operators
Causes Validated through Gemba
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1 Operator Handling •Improper feeding
•Inadequate Skill •Required A* operator •Proper training to be given •Frequent Operator change
•Difficult to handle material •Buyer Requirement • Unnecessary pulling of plies
• Notch not marked properly •Operator busy talking
• Improper sleeve shape
2 Armhole down stitch •Non-uniform
•Required A* operator •Required training
•Frequent operator change
3 Operator’s negligence
• Too much WIP
• Inadequate Skill • Required A* operator • Required training • Frequent Operator change
•Improper machine working •Non-availability of maintenance personnel
•Too much rework
• Too much Rework • Inadequate skill • Required A* operator
• Pressure for production •Too much WIP • Operator inefficient
• Frustration • Pressure for production
• Fight with other operators
• Bad mood • Personal problems
4 side seam up down
•Difficult to handle fabric • Buyer’s specification
•Unnecesary pulling of plies •Operation requirement
• Operator negligence
• Too much WIP • Inadequate Skill
• Too much rework
5 Improper line matching of body
• Too much rework • Inadequate skill
• Pressure for production • Too much WIP • Operator inefficient
•Inadequate skill •Improper machine working
• Non-availability of maintenance personnel
6 Disturbance by other operators
• To give rework pieces
• To show the mistake
• To talk •To get their work done •Other operators can’t do that work •Under-skilled operator
• Other operator’s are overloaded • Inadequate skill
7 Mismatch of Notch
• Notch not marked correctly • Operator not paying attention •Talking with other operators
• Notch not followed properly by sleeve attach operator
• Operator inefficiency • Inadequate skill
• Operator not paying attention •Pressure for production • Bad day
• Pressure for production •Too much WIP • Operator inefficient
Why Why Analysis
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Ishikawa Diagram for Number Mismatch
Number Mismatch
Man
Machine Material
Method
Causes Effect
Improper Print of Numbers Number sticker removed
Sticker area chopped in overlock
Pieces mixedOperator handling
Improper NumberingSelf-checking method not
adopted by operatorsShortage of parts
Different size parts mix upImproper Bundling
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Causes SOP/SPEC Man part mix up Operators should be careful about the number on the parts stitched
together Improper numbering ticketing should be carefully done Improper bundling Bundling should be properly done Shortage of parts Cutting plan should be properly made Proper instruction to workers workers should be given proper instructions about different
measurements required Operator handling Training; Smooth pull, smooth peddling, smooth feeding maintaining
equal allowance throughout the operation
New Operator Operator should be properly trained for the operation they are supposed to perform
Self checking method not adopted Operators should have a habit of regularly checking their work and the pieces they are handed, they should not neglect any fault
Operator's negligence Operators should be trained well not to neglect problems or faults
Machine Improper print of numbers Ticketing machine should be properly checked and serviced
Method Sticker area chopped in overlock sticker should be placed in such a way that it does not get removed or
chopped in any operation
Material Sticker removed Sticker should have a proper quality of adhesive
GEMBA- Number Mismatch
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Pieces mixed Operator handling Improper Numbering Improper print of numbers Self checking method not adopted by
operators Shortage of parts Different size parts mix up Improper Bundling Number Sticker Removed Sticker area chopped in overlock
Causes Validated through Gemba
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1 Pieces Mixed
•Improper instruction •Required A* operator •Operator negligence •Too much WIP •Improper Handling •Required Training 2 Improper Numbering •Negligence while ticketing •Inadequate Skill •Operator busy talking 3
Improper print of numbers •Ticketing Machine not ok •Require Maintenance
•Ticketing Machine not handled properly •Inadequate Skill •Required training
•Operator negligence •Operator inattentive
4
Operator’s negligence
•Too much WIP •Inadequate Skill •Required A* operator
•Improper machine working •Non-availability of maintenance personnel
•Too much Rework •Inadequate skill •Required A* operator • Bad mood •Personal problems 5
Improper bundling
• Parts mixed after cutting •Operator Negligence •Required A* operator •Pieces wrongly numbered •Operator Negligence •Required training
•Parts mixed while distributing •Operator Negligence •Frequent operator change
•Inadequate training staff
6 Shortage of parts •Cutting not planned properly 7
Number Sticker removed •Ineffective Adhesive
•Improper ticketing •Problem with ticketing machine •Required maintenance •Operator Negligence •Required training 8
Disturbance by other operators
• To give rework pieces •To show the mistake •To talk • To get their work done •Other operators can’t do that work •Under-skilled operator
•Other operator’s are overloaded •Inadequate skill
9 Sticker area chopped in overlock •Placement of sticker •Require method improvement
Why Why Analysis
I
C
D
M
A
74
Ishikawa Diagram for Puckering at waistband
Puckering at
waistband
Man
Machine Material
Method
Causes Effect
Improper tension settingImproper SPI causing structural
jammingWrong pressure foot which holds the top ply whereas bottom ply is
fed at a faster pace
Different composition of bobbin and needle thread
Improper pre-setting of waistband
Top ply is pushed and bottom ply is held back
Plies in the seam not being aligned properly
CarelessnessUnskilled operator
I
C
D
M
A
75
Ishikawa Diagram for Waistband extension uneven
Waistband extension
uneven
Material
Causes Effect
Improper folder setting on machine
Zipper not attached properly which led to
mismatch in left and right front of the garment
Margin not followed while attaching waistband
Waistband edge not finished properly
Unskilled operator
Man Method
Machine
I
C
D
M
A
76
Armhole Joint Out Problem
Sl. No. Root Cause Corrective Action Preventive Action Responsibility
1 Ignorance by the operatorOperators should be properly
told the pros and cons of ignorance
Tight control should be exercised by the supervisor
and QC
2
• Patterns not placed correctly while cutting
The cutting operators should match the pattern from one
edge of the fabric and handle the fabric properly
The pattern placement should be checked by the operator
before cutting• Improper handling while cutting
3Iron box setting not suitable
for the fabric
Iron box settings should be changed according to the
fabric being ironed
A list of required settings for different fabrics should be prepared and hung near the
ironing table
QC Department
4 Over speed while stitchingThe operators should maintain
the speed as per the SOP of the operation
The speed of the machine should be adjusted to the
required speed by the maintenance people
5
• Uneven sleeve attachEdge guide should be
provided Operator should check for the correct attachment of the
piecesUneven margin during sleeve attach
Operator should be shown the videos showing correct
method of stitching
6Wrong matching of F&B
pieces
Front & Back matching helper should take care of the serial
nos. of the pieces.
Needs part wise serial follow up Cutting Dept.
IMPROVE PHASE
Solutions to the Root Causes
C
D
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A
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77
Number Mismatch ProblemSl. No.
Root Cause Corrective Action Preventive Action Responsibility
1Lack of attention of
issuing authority leading to size mix
Issuing authority in cutting dept. should take care
Proper ticketing & bundling should be done
2Man-handling the bundles in cutting
dept.
The bundles should be immediately sent to sewing after cutting to avoid any
storage in cutting leading to man-handling of bundles
3Lack of self-
checking by the operators
The operators should self-check the pieces as per 6
sigma training
Puckering at waistband Problem
Sl. No.
Root Cause Corrective Action Preventive Action Responsibility
1
Improper pre- setting of
waistband after thumb pressing
Pressing was done by steam iron with a spray of starch over it. This made
the handling of the waistband easier while
stitching and thus reduced puckering at the waistband.
Proper pressing should be doneC
D
M
A
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78
Waistband extension uneven Problem
Sl. No.
Root Cause Corrective Action Preventive Action Responsibility
1Improper folder
setting on machine
The folder guide was adjusted and improper
materials handling avoided
Provide proper folder guide
2
Margin not followed while
attaching waistband and
waistband edge not finished
properly
The operator was instructed to be careful
while feeding and following the margins strictly
C
D
M
A
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79
Used to ensure that the improved process is maintained and to establish controls for the same
Develop Control Plans/ Quality Plans/ Procedures & Standardize the improved process
Evaluate Benefits / results Check before after through individual
Control charts, Histograms, etc. Evaluate Sigma Level Before & after
CONTROL PHASE
D
M
A
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C
80
PROJECT – 3: Calculator for end bit efficiency
81
82
Calculator for end bit efficiency
83
PROJECT – 4: Database for order tracking
84
85
86
Database for order tracking
87
Thank You