analysis of the sewing room process

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    Analysis of the Sewing Room Process, Line-3

    BUYER: Reebok,

    STYLE: 3RSMS114 (Stretch jersey), mens

    CATEGORY: Knits

    Analysis of first 4 days of production:

    QUALITY PROBLEMS:

    a) Neck trim puckerb) Roping.c) Puckering at seams.d) Neck shape not symmetrical.e) Asymmetric mesh inserts.f) Puckering at armholes.

    THE CURRENT PROCESS ANALYSIS:

    Pilot Run:

    Qty: 800 pcs.

    Duration: 4 days.

    METHOD:

    Currently, the pilot run is mostly based on trialand Error. Operators are allocated based on the previous

    observations and inferences of the supervisors and production managers. During the course, the line is

    re-oriented, operators shifted as deemed necessary. This rescheduling results in considerable wastage

    of time and labor, every time a new line is set.

    During the start-up, the gap between quality desired and the output quality is also very glaring. Time

    taken to overcome these and level out the defects is also longer than desired.

    During the present style, it was observed that Mr. Nazamil, Asst. Quality Manager, was the only person

    with full knowledge of the buyers specification, monitoring the quality leveland the deficiencies. Even

    the end-line and in-line quality checkers did not have the full knowledge of the requirements and

    deficiencies during the initial stages.

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    As a result of this, the learning curve is very slow and error-prone. This causes the rework and rejection

    percentage to be pretty high (see end-line checking report) . Finally the outcome is low line efficiencies.

    Main reasons for this:

    a) Absence ofan Industrial Engineering department:IE department generally plays a very vital role in production planning and control. Therefore, in

    its absence, planning is normally ad-hoc and a stop-gap arrangement to anyhow meet the

    required demands and targets.

    b) Absence of standard instructions and guidelines for operators as to how the pieces are to bemade.

    c) Absence of thorough guidelines for checkers from the start regarding which aspects should beminutely checked.

    d) Absence of skill matrix of the workers.

    Suggested solutions:

    a) Need to establish an Industrial Engineering Department. If not, at least have an industrialengineer.

    b) Before the pilot run itself have a detailed brainstorming about the operations and theresequence and develop a comprehensive skeletallayout which would ensure a streamlined flow

    of work. This can be modified during the pilot run, as per requirements. However, major

    restructuring should be avoided, as this will undermine the whole idea of outlining a structured

    line-layout in the first place.

    c) Before the pilot run, develop instructions and operating procedures for the operators benefitand understanding. A sample of the pieces should be placed along with it in the mock.

    The instructions can be translated into the desired languages.

    d) Develop a skill matrix of the workers, grading the operators as A-grade, B-grade and C-gradeoperators, based on their capabilities and precision. This willaid alot in allocating operators

    during setting up ofa new line. Also during absenteeism, floaters can be allotted based on their

    grade and the operations requirement.

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    e) Conduct a proper time study and determine the SAM (Standard Allotted Minute) for eachoperation. It willalso enable us to identify which operator stands where.

    f) Do a proper method study to determine the best possible and ergonomically suitable methodfor the operations. This will identify the non-value added motions which are to be reduced or

    eliminated.

    It is often presumed that pre-production activities like time and method study, line balancing;

    development of SOPs and manuals etc is a waste.

    Yes, work will still be done, targets will still be met. But then these are the little things that differentiate

    ordinary organizations from cutting edge lean outfits. If once these pillars of streamlined production are

    established and maintained, unproductive activities like overtime, rework etc can be overcome to a

    large extent.