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    Advance Project Management Presentation

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    Waqar Haider
    The document summarizes a Lean Six Sigma project conducted at Naveena Textile, a textile company in Pakistan. The project aimed to reduce defects in the company's executive kurta product line. Data was collected on defects over 3 months, with an initial defect rate of 8.25%. Root causes were identified through a cause-and-effect diagram. Actions were taken to retrain operators, and defects were reduced to 5.62% with sigma level increasing from 2.9 to 3.1. The project demonstrated how Lean Six Sigma methodology can help textile companies reduce waste and improve quality.

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    Advance Project Management Presentation

    Uploaded by

    Waqar Haider
    46 views26 pages
    The document summarizes a Lean Six Sigma project conducted at Naveena Textile, a textile company in Pakistan. The project aimed to reduce defects in the company's executive kurta product line. Data was collected on defects over 3 months, with an initial defect rate of 8.25%. Root causes were identified through a cause-and-effect diagram. Actions were taken to retrain operators, and defects were reduced to 5.62% with sigma level increasing from 2.9 to 3.1. The project demonstrated how Lean Six Sigma methodology can help textile companies reduce waste and improve quality.

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    Advance project management presentation

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    The document summarizes a Lean Six Sigma project conducted at Naveena Textile, a textile company in Pakistan. The project aimed to reduce defects in the company's executive kurta product line. Data was collected on defects over 3 months, with an initial defect rate of 8.25%. Root causes were identified through a cause-and-effect diagram. Actions were taken to retrain operators, and defects were reduced to 5.62% with sigma level increasing from 2.9 to 3.1. The project demonstrated how Lean Six Sigma methodology can help textile companies reduce waste and improve quality.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    46 views26 pages

    Advance Project Management Presentation

    Uploaded by

    Waqar Haider
    The document summarizes a Lean Six Sigma project conducted at Naveena Textile, a textile company in Pakistan. The project aimed to reduce defects in the company's executive kurta product line. Data was collected on defects over 3 months, with an initial defect rate of 8.25%. Root causes were identified through a cause-and-effect diagram. Actions were taken to retrain operators, and defects were reduced to 5.62% with sigma level increasing from 2.9 to 3.1. The project demonstrated how Lean Six Sigma methodology can help textile companies reduce waste and improve quality.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 26

    nt a ti o n

    pl e m e
    i gm aI m s try
    i x S I nd u
    Lean S eena Textile
    in Nav

    e me nt
    Ma n a g
    Pr o je c t
    e
    Advanc
    Presented By:
     Rohail Fakhar
     Uzair Ahmed
     Hamza Iqbal
     Waqar Haider
     Abdul Qadeer Kiyani
    Naveena Group

    Based in Pakistan, Naveena produces yarn and


    fabric and offers full-package solution to traders,
    importers and major brands. The company was
    founded in 1967 and has been exporting its
    products all over the world since then.
    Introduction

    Product design and development is conducted by


    a team of highly qualified management and
    technical staff as well as tech designers, cost
    analysts and specialists that create product as
    per customer’s request. The operating objective
    is to create a close co-ordination between all the
    divisions. Every unit operates in the most efficient
    manner in-order to achieve competitive prices,
    timely delivery and quality products.
    Methodology

    Lean Six Sigma –


    Lean Six sigma is a combination of waste
    elimination and process improvement techniques
    Lean Manufacturing and Six Sigma.
    Introduction

    LEAN SIX SIGMA METHODOLOGY–


    Lean Six Sigma (LSS) concept is the integration of two
    quality management concepts which are Lean
    Manufacturing and Six Sigma where by it attempts to
    increase the scope and size of improvements achieved
    by either concept alone.
    Lean Manufacturing focuses on waste reduction and non-
    value added activities in production, while Six Sigma
    focuses on process variation reduction with both concepts
    aiming to reduce waste.
    Lean Six Sigma
    Framework

    DEFINE THE PROBLEM


    As quality plays a pivotal role in all aspects of life, reducing
    the number of defectives, wastes and lead time in textile
    industry is an important function. Textile industries in
    Pakistan are facing stiff competition from China, India and
    Bangladesh.
    At this critical juncture, it is paramount for the manufacturers
    to reduce defects in their products and become competitive
    Lean Six Sigma
    Framework

    Problem Statement: The textile industries are suffering from


    higher defects rate in their products and wastes.

    Goal Statement: To reduce the defect to minimum level and


    there by improve quality, reduce wastes and increase
    productivity.
    Lean Six Sigma
    Framework

    Measure
    Data Collection Period:
    The team prepared a systematic data collection plan
    of collecting data for a period of three months (from
    December 2016 to January 2017).The company
    manufactures variety of garment products like T-
    shirts, Kurta, Shirt and Pajamas.One product, i.e.,
    Executive kurta is inspected for defects since this was
    the critical product for the company as it had lot of
    demand and the profit margin for this particular
    product is high..
    Lean Six Sigma
    Framework

    Inspection of Executive kurta results


    Batch Checked Pieces Defective
    Number
    1 320 25
    2 340 28
    Sr NO. Total 3950
    3 310 26
    Checked
    4 340 29
    5 330 22
    1 Number of 326
    Defective
    6 320 20
    7 330 27 2 Defective % 8.25
    8 320 28 3 Sigma 2.9
    9 340 31 4 yield 91.75
    10 310 25
    11 350 33
    12 340 32

      Total-3950 Total-326
    Lean Six Sigma
    Framework

    Sewing Assembly Line


    Sewing assembly line consists of 16 work stations. From the hourly
    production report, it was calculated that, for 10 hours production, the
    maximum production was 300pcs/day. So, the hourly sewing output would
    be 30pcs
    Sewing assembly line Balancing
    Assembly is a manufacturing process in which interchangeable parts are
    added in a sequential manner using certain material flow and design
    layouts. The line assembly is the efficient utilization of facilities with
    minimum material handling as well as easy production control.
    Lean Six Sigma
    Framework

    Task Description Task Time Sleeve hemming 0.69


    (Min)
    Sleeve attach 1.62
    Main label tack 0.51 Sleeve attach 1.62
    Shoulder attach 0.51 Side seam close with wash 1.35
    care label
    Shoulder placket attach 0.84
    Side seam close 0.60
    Shoulder placket tack 0.84
    Side seam close both 1.59
    Neck binding 0.50 sides
    Shoulder placket tack 0.65 Bottom hemming 0.81
    Sleeve gathering 1.05 Sleeve tack & Neck tack 1.20
    Sleeve hemming 0.69
    Lean Six Sigma
    Framework

    Customer Takt Time


    Customer Takt time is defined as the ratio between the
    planned operating time per to the customer demand.

    Customer Takt Time = available working time/ daily


    demand
    = 90 seconds/piece
    Lean Six Sigma
    Framework

    Analyses
    In this phase data collected in the previous phase have been analyzed in
    order to identify the root cause(s) or source(s) of defects.

    The tools used in this phase were Cause & effect diagram. Through
    brainstorming with the shop supervisors, end line quality inspector all
    potential causes were identified. The identified causes are given in Cause
    & Effect diagram. Only the major types of defects are considered for the
    cause and effect diagram.
    Lean Six Sigma
    Framework

    Sr. Defects Occurr %Occ


    No. ence urrenc
    e
    1 Front and Back 18 9.1
    Shoulder
    2 Misplaced Printing 14 7.1

    3 Rundown 73 36.9

    4 Broken 45 22.7

    5 Labels and Button 18 9.1

    6 Oil Strains 12 6.1

    7 Embroidery 8 4

    8 Different Shades 10 5.1

        201
    Lean Six Sigma
    Framework

    Improve Phase
    Through discussions with the managers and supervisors the following
    remedial actions were implemented for the each cause.
    Defects Action
    Rundown The operators are trained to
    control the speed of the machine.
    Broken The broken threads are due to the fabric and the initial
    swatch test is tightened so that wrong fabric does not roll out.

    Front and Back shoulder The operator are trained to increases accuracy in joining the
    front and back shoulder.
    Labels and Button Axis The operator are trained to minimize the error in attachments
    of labels and button.
    Misplaced printing The operator are trained for the placing the screen on
    table and printing the T- shirt with an accuracy
    Lean Six Sigma
    Framework

    Based on the Cause and Effect diagram the operators are trained in all
    aspects of their job and after the remedial actions are taken, the products
    are checked for defects. Batch Checked Pieces Defective
    No.
    1 330 18 Sr NO. Total Checked  
    Inspection Of Executive Kurta 2 310 15 1 Number of 222
    after Implementation of Lean 3 340 20
    Defective

    Six Sigma. 4 340 22


    2 % Defective 5.62
    3 Sigma 3.1
    5 310 16
    4 yield 94.38
    6 330 18
    7 350 19
    8 310 19
    9 340 23
    The results are indicating that 10 330 17
    the sigma level goes up 2.9 to 11 320 15
    3.1 and % of defectives has 12 340 20
    been reduced to 2.63%.   Total-3950 222
    Lean Six Sigma
    Framework

    Capability Study
    A task can be done by machines of different types and also by operators
    of different labor types. The processing time of any task is a variable
    determined by the skill level and efficiency of the operator. The work is
    divided in such a way that each operator gets equal work load. The
    conceptual framework proposed and briefly summarized in the preceding
    section serves the purpose of demonstrating how the proposed
    framework would work.
    Lean Six Sigma
    Framework
    SR No Task Description Task Time( Immediate
    Min)  Predecessor(s)
    1 Main label tack 0.51 -

    2 Shoulder attach 0.51 1

    3 Shoulder placket attach 0.84 2

    4 Shoulder placket tack 0.84 3

    5 Neck binding 0.50 4

    6 Shoulder placket tack 0.65 5

    7 Sleeve gathering 1.05 -

    8 Sleeve hemming 0.69 7

    9 Sleeve attach 1.62 8,6

    10 Sleeve attach 1.62 9

    11 Side seam close with wash care label 1.35 10

    12 Side seam close 0.60 10

    13 Side seam close both sides 1.59 12,11

    14 Bottom hemming 0.81 13

    15 Sleeve tack & Neck tack 1.20 13

    Task Precedence Relations and Immediate Predecessors


    Lean Six Sigma
    Framework
    Station Task Assigned Task Description Task Time (min)
    1 7 Sleeve gathering 0.51
      1 Main label tack 0.51
    2 8 Sleeve hemming 0.84
    3 2 Shoulder attach 0.84
    4 3 Shoulder placket attach 0.50
      4 Shoulder placket tack 0.65
    5 5 Neck binding 1.05
      6 Shoulder placket tack 0.69
    6 9 Sleeve attach ( Right ) 0.69
      10 Sleeve attach ( Left ) 1.62
    7 12 Side seam close with 1.62
     
    wash care label
    8 11 Side seam close 1.35
    9 13 Bottom hemming 0.60
    10 14 Sleeve tack 1.59
    11 15 Neck tack 0.81

    Work elements assigned to stations


    Lean Six Sigma
    Framework

    Capability Study
    The manufacturing line is redesigned to form a lean line with an
    optimum layout which results primarily in the productivity
    improvement. The area of the current layout was determined and
    the rearrangement of the machines in the layout so that there is a
    decrease in the area. The machines are kept in single straight line
    according to the operation sequence.

    The final garment from last operation is fully checked and corrected
    immediately for any defects. Two workers iron the garments and
    pass to packing section were two workers in front of them who
    inspects the ironing, attach
    Lean Six Sigma
    Framework

    Control Phase
    After implementation of the solutions, the progressive
    outcomes were shared with owner and managers of the
    textile industry. The defects are identified and reduced. Now
    the challenge is to withstand the progresses and refining the
    system continuously. For this purpose a control plan is
    prepared.
    Lean Six Sigma
    Framework

    A task can be done by machines of different types and also


    by operators of different labor types. The processing time of
    any task is a variable determined by the skill level and
    efficiency of the operator. The work is divided in such a way
    that each operator gets equal work load. The conceptual
    framework proposed and briefly summarized in the preceding
    section serves the purpose of demonstrating how the
    proposed framework would work
    Lean Six Sigma
    Framework
    Control Plan
    The management needs to take initiative on the following
    obligatory activities to withstand the progresses after Six
    Sigma implementation.
     The operators of textile industry must be given training on
    a continuous basis on the issue of quality.
     The management should give incentives for high quality
    performance.
     Always use good quality threads, needles and other
    garment accessories.
     The focus should be on preventing defects rather than
    correcting defects.
     The organization should develop a proper Quality
    Management
    CONCLUSION

    This study found that the Textile factory was operating


    at a defect percentage of 8.25. After implementing the
    lean six sigma the percentage defective is reduced to
    2.63. There is also found a significant improvement of
    the Sigma level of the industry. It is shifted from 2.9 to
    3.1.
    CONCLUSION

    The problem of batch processing of existing is


    addressed by using single piece movement of WIP.
    Thus by converting long assembly line into work cells,
    the assumed worker multi-skilling seems effective as
    well as communication between operators is fast and
    accurate. The other benefits observed are the flexibility
    of rework reduction.

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