avinash,anurag (apparel internship)

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Under the Guidance of Presented by Mr. Saurabh Chaturvedi Associate Professor Anurag Singh and Avinash Kumar B.F.TECH, SEM-VII National Institute of Fashion Technology, Kangra Presentation based on 14 weeks Internship at Creative Clothex 1

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Page 1: Avinash,Anurag (apparel internship)

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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

A

I

C

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

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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

M

A

I

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D

M

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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

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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

M

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D

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Failure Mode Effect Analysis(FMEA)

M

A

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D

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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

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D

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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C

D

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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

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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

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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

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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

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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

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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

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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

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PROJECT – 3: Calculator for end bit efficiency

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Calculator for end bit efficiency

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PROJECT – 4: Database for order tracking

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Database for order tracking

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Thank You