Leading & Managing Project Teams
NAVEENA Textile Industries Pvt Ltd.
Successful Teamwork to Reduce Production Wastage.
A REPORT SUBMITTED TO THE DEPARTMENT OF LAHORE BUSINESS SCHOOL -
LBS, UNIVERSITY OF LAHORE.
Submitted by
1. Rohail Fakhar:70073602
2. Waqar Haider:70073603
3. Uzair Ahmad: 70073597
Submitted to
Sir Ijaz Goraya
Session 2018-2020
Lahore Business School
University of Lahore
Table of Contents
INTRODUCTION:----------------------------------------------------------------------------------------1
Vision-------------------------------------------------------------------------------------------------------------------------------------- 1
Certifications and Compliance------------------------------------------------------------------------------------------------------ 1
ABSTRACT-----------------------------------------------------------------------------------------------2
1. LEAN SIX SIGMA-------------------------------------------------------------------------------------2
2. LEAN SIX SIGMA METHODOLOGY-----------------------------------------------------------------3
3. PROBLEM NEED TO ADDRESS--------------------------------------------------------------------3
4. LEAN SIX SIGMA FRAMEWORK-----------------------------------------------------------------4
Phase1: Define the problem-Data Collection-----------------------------------------------------------------------------------4
Phase 2: Measure---------------------------------------------------------------------------------------------------------------------- 4
Capability Study: ------------------------------------------------------------------------------------------------------------------------ 5
CURRENT LINE BALANCING------------------------------------------------------------------------6
ASSEMBLY LINE BALANCING-----------------------------------------------------------------------7
Phase 3: Analyze----------------------------------------------------------------------------------------------------------------------- 7
Phase 4: Implementation------------------------------------------------------------------------------------------------------------ 8
Phase 5: Control Phase-------------------------------------------------------------------------------------------------------------- 11
4. Control Plan------------------------------------------------------------------------------------------------------------------------- 11
6. CONCLUSION-----------------------------------------------------------------------------------------11
Introduction:
NAVEENA GROUP
Naveena Group is a rapidly expanding conglomerate of companies dedicated to the business of progress
and sustainability. Having begun its journey in 1989, the group’s industry-wide, global footprint extends
across denim, spinning, property development, steel and renewable energy sectors.
NDL
Established in Lahore, Pakistan in 2006, as a vertical facility with state of the art production unit.
Passionately committed to denim, we specialize in manufacturing premium yarn and denim fabrics. Our
fully integrated production facilities are powered by 2,000 + employees who produce 20 million yards
and more than 47 million pounds of yarn per year.
“Bringing inspiration, innovation & responsibility to the denim world”.
Vision
Investment and synergy in quality human resource and cutting edge innovative technologies R&D to
meet the customer demands and achieve growth through socially and environmentally sustainable ways
and best practices.
Our Team
We, here at Naveena Group of Industries strive together to cater to your needs. Without our thorough
liaison and goal oriented staff, none of which would have been conducted with ease.
Thank you, our valued customers for making this journey possible.
Certifications and Compliance
Certifications
NDL has a promise to deliver, it is our liability to conform to the highest standards of production for our
clientele. We achieved this stature today through the undeterred support of our niche market. We are
proud to be following Certifications
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Abstract
Lean and Six Sigma are two widely acknowledged business process improvement strategies available to
organizations today for achieving dramatic results in cost, quality and time by focusing on process
performance. Lean Sigma combines the variability reduction tools and techniques from Six Sigma with the
waste and non-value added elimination tools and techniques from Lean Manufacturing, to generate savings
to the bottom-line of an organization. This paper proposes a Lean Sigma framework to reduce the defect
occurring in the final product of textile industry. The proposed framework integrates Lean tools within Six
Sigma DMAIC methodology to enhance the bottom-line results and win customer loyalty. This paper
contributes towards the research upon a structured implementation of LSS in textile industry where it
addresses the issues faced by previous works regarding LSS implementation in SMEs.
Key Words: Lean six sigma, DMAIC, Productivity, Quality
1. Lean Six Sigma
Lean Six sigma is a combination of waste elimination and process improvement techniques Lean
Manufacturing and Six Sigma. 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. Together lean manufacturing and six sigma
become more powerful and eliminates the cons of each approach. It applies the tools and techniques of
both Lean manufacturing and six sigma. DMAIC are applied with lean environment to achieve bottom
line results. Many researchers have been discussing about integrating Lean Manufacturing and Six Sigma
to form Lean Six Sigma (LSS) as the latest quality management concept. The integration of both models
will facilitate the achievement of zero defect manufacturing in organizations complemented by the
elimination of non- value-added activities which leads to greater results than either system can achieve
alone. This paper aims to provide a structured LSS framework which can be adopted in the SME label
printing company in order to reduce waste and variation in their production; aiming to increase its
productivity while reducing the cost of production.
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2. Lean Six Sigma Methodology
Lean Six Sigma (LSS) concept is the integration of two quality management concepts which are Lean
Manufacturing and Six Sigma whereby it attempts to increase the scope and size of improvements
achieved by either concept alone. However, different individual and companies view LSS in different
ways. Some would perceive LSS as a fully integrated system between Lean Manufacturing and Six Sigma
while others would perceive LSS as two different concepts which is adapted in parallel. Moreover, the
integration between the two quality management concepts varies between each integration as Assar
Lind. Points out that each integration may involve transferring of different tools, ideas and philosophies.
This leads to many theories on how Lean and Six Sigma could be integrated. Some authors
recommended that Six Sigma should lead the initiatives, with Lean tools added during the analysis phase
of the initiatives while other authors recommend that Lean should be the backbone of the framework
and Six Sigma is used to reduce and then eliminate the variation found. 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. There is a need towards this integration
in quality management as a solution provided via Lean Manufacturing concept would be of no use if the
execution of the solution has high variation. The Six Sigma concept on the other hand would give too
much focus in reduction of variation only leading to high risk of providing poor service due to long lead
times even if the company are operating at Six Sigma level. Even though most would agree that there is
a need for the integration of Lean and Six Sigma, most companies would prefer to implement both
concepts in isolation or in parallel, but this would lead to increase of projects and resources while
causing conflicts of interest between the two quality management concepts. Implementation of both
concepts in isolation too will not enable each concept to be adopted effectively as it is constraint by one
another’s needs in the organization. Lean and Six Sigma can be compatible whereby both are of quality
management.
3. Problem Need to address
The developed LSS framework is verified in small scale textile industry. The textile industry produces
various types of products like shirt, T-shirt, baby suit, Kurta etc. The management wants to implement
LSS because the low productivity and produces high wastage, where it increases the lead time of the
production and the cost of the product.
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4. Lean Six Sigma Framework
Phase1: Define the problem-Data Collection
Define Research Case
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, Sri Lanka and Bangladesh. At this critical juncture, it is paramount for the manufacturers to
reduce defects in their products and become competitive. In order words, the production of the
company should strive towards operating at six sigma level and aiming towards lean .
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.
Phase 2: Measure
Data Collection Period: -
The team prepared a systematic data collection plan of collecting data for a period of three months. The
company manufactures variety of garment products like T- shirts, Kurta, Shirt and Baby Suit. One
product, i.e. Executive Baby suit 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. Table.
indicates the total number of shirts checked and the number of defectives.
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Table. Inspection of Baby Suit
Batch Checked Defective
Number Pieces
1 320 25
2 340 28
3 310 26
4 340 29
5 330 22
6 320 20
7 330 27
8 320 28
9 340 31
10 310 25
11 350 33
12 340 32
Total- Total-326
3950
Capability Study: -
The analysis is carried out using Mini Tab Software.
Table
Sr. NO. Total Checked 3950
1 Number of Defective 326
2 % Defective 8.25
3 Dpmo 82500
4 Sigma 2.9
5 Yield 91.75
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Current Line Balancing
Sewing assembly line is selected. Table shows the operations and time taken for the entire garment to
produce. The line consists of 16 workstations.
Table. Sewing Operations
Task Description Task Time
(Min)
Main label tack 0.51
Shoulder attach 0.51
Shoulder placket attach 0.84
Shoulder placket tack 0.84
Neck binding 0.50
Shoulder placket tack 0.65
Sleeve gathering 1.05
Sleeve hemming 0.69
Sleeve attach 1.62
Sleeve attach 1.62
Side seam close with wash care label 1.35
Side seam close 0.60
Side seam close both sides 1.59
Bottom hemming 0.81
Sleeve tack & Neck tack 1.20
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. The number of manpower
working in the current layout is 18.
Drawbacks in the Current Scenario: - Processes are not broken down properly.
In efficient use of man power which is not uniformly distributed.
High level of in-processing inventory.
Hap hazard layout results huge amount of cross and back flows of garments.
Low level of productivity than it should be with the existing level of resources.
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Cutting fabric (raw material) transfer from section “A” to “B” required more time.
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. Since different workstations have
different working capacity it is then important to apportionment the sequential work activities in to
workstations to achieve a high utilization of labor, equipment, and time. The Assembly Line Balancing in
sewing line assigns a given set of tasks to an ordered set of work stations and ensures that the
precedence constraints are satisfied while the given performance measure is optimized. The line
balancing process is performed first by calculating certain parameters such as the Customer Takt-Time,
Line balancing efficiency etc.
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.
Phase 3: Analyze
In this phase data collected in the previous phase have been analyzed in order to identify the root cause
or source of defects. Frequency of defects were also measured & recorded. The tools used in this phase
were Pareto chart and Cause & effect diagram.
Table Types of defects
Sr. Defects Occurrence %Occurrence
No.
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
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The major types of defects were identified through Pareto Chart which is shown in Table. The chart was
constructed using Mini Tab software. The major defects from Pareto Chart is considered for analysis and the
defects are listed in Table.
Table
SR NO Defect Type
1 Rundown
2 Broken
3 Front and Back Shoulder
4 Labels and Button axis
5 Miss placed Printing
Through brainstorming with the shop supervisors, end line quality inspector all potential causes were
identified. The identified causes are given in Figure Cause & Effect diagram. Only the major types of
defects are considered for the cause and effect diagram. This diagram is constructed using Mini Tab.
Figure Cause and Effect Diagram for Textile Industry
Phase 4: Implementation
Through discussions with the managers and supervisors the following remedial actions were
implemented for each cause which is indicated in the Table.
Table 3 Defects and Remedial action
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Defects Action
Rundown The operators are trained to
control the speed of the machine.
Broken The broken their ads are due to the fabric and the
initial swatch test is tightened so that wrong fabric
does not rollout.
Front and Back shoulder The operator is trained to increases accuracy in joining
the front and back shoulder.
Labels and Button Axis The operator is trained to minimize the error in
attachments of labels and button.
Misplaced printing The operator is trained for the placing the screen on
table and printing the T-shirt with an accuracy
Based on the Cause and Effect diagram as shown in, the operators are trained in all aspects of their job
and after the remedial actions are taken, the products are checked for defects. The details are indicated
in Table. Table: Inspection of Baby Suit
Batch No. Checked Pieces Defective
1 330 18
2 310 15
3 340 20
4 340 22
5 310 16
6 330 18
7 350 19
8 310 19
9 340 23
10 330 17
11 320 15
12 340 20
Total-3950 222
The results are indicating that the sigma level goes up 2.9 to 3.1 and % of defectives has been reduced to
2.63%.
Capability Study: -
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The analysis is carried out using Mini tab Software.
Table
Sr NO. Total Checked
1 Number of Defective 222
2 % Defective 5.62
3 dpmo 56200
4 Sigma 2.9
5 yield 94.38
Table. Work elements assigned to stations
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 attaches 0.69
(Right)
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
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 their arrangement
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 tags at required places and performs
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poling and cartooning. The layouts of the current and the proposed lean linear.
Phase 5: 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 with stand the
progresses and refining the system continuously. For this purpose, a control plan is prepared.
4. Control Plan
The management needs to take initiative on the following obligatory activities to with stand 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 System.
6. CONCLUSION
Minimizing defect is very important for ensuring the quality of products. Manufacturing the quality product
is mandatory to sustaining this global competitive market. This study follows lean six sigma in order to
find out the major defects, their root causes and then suggests logical solutions in order to minimize
those defects. This study found that the Textile factory was operating data 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 to3.1. 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 and online packing. As discussed above the Production time of the garment has been
reduced from 5.18 to 3.90 minutes. The same approach can be utilized to other products of the
company which will reduce lots of defects. So, this method is very effective to the minimization of
defects. As the minimization of defects is a continuous process further implementation of this
methodology will help the company enjoying more reduction on defect rate and improvement on
productivity. Many medium scale textile industries in Pakistan need to enhance the awareness of lean
six sigma concepts and this implementation will trigger a positive wave across the textile industries and
become more competitive.
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