Time Management.
JAPANESE STYLE “5S” METHOD
5s: what do mean these letters more utilized by organizations? 5s is a technique for work composed in 5 stages with the objective of fundamentally enhancing the request and cleanliness.
5s are especially successful in light of the fact that they need to enhance the housekeeping of your workshops and whatever is left of your premises to acquire the accompanying focal points:
>>> Enhance well being
>>> Enhance the working climate nature's domain
>>> Enhance the nature of work and items
>>> Empower productive support
>>> Improve your picture and client trust
>>> Set up the dispatch of different approach
A five stage methodology to compose you working environment,
home or school which will bring about higher quality, profit and less push.
Japanese word Meaning English Equivalent
1. SEIRI - CLEARING UP - SORT
2. SEITON - ORGANIZING - SET
3. SEISO - CLEANING - SHINE
4. SEIKETUS - STANDARDIZING - STANDARDIZE
5. SHITSUKE - TRAINING & DISCIPLINING - SUSTAIN
Point uproot disarray, spare space, diminish stock levels, make an average work environment, decrease mental stretch because of mess, proselyte undesirable things to money, - to stay away from "a jumbled personality through a jumbled work environment"
- not obliged now however may be obliged later – store far from working environment
- obliged consistently.
Don't be wistfully connected to your things that you generally won't require. Toss old garments, shoes.
- separating things for tossing is possible by frameworks, for example, "red labeling".
Point – counteract squandered time by needing to look for things – Have a spot for everything and keep everything in its place.
Have a framework reference framework. Guarantee fitting lighting, ventilation and so on in all regions.
- place heading sheets openly ranges. Have separated territories for stopping. All trolleys and so on must have an exceptional stopping spot.
- install " visual control" – all documenting organizers and bureau must have a rundown of substance glued outside . Have a decent marking framework with expansive letters – ideally laser printed . Have particular spots for all apparatuses
- colour code all registers, documents and so on, for simple ID.
- storage territories for all structures and so forth must be named. Have open stockpiling framework instead of a nearby stockpiling framework
This implies keep all furniture, pictures, notices, photos consummately adjusted.
Point – A clean work environment which lessens mistakes, and enhances inspiration through an average working environment. A clean working environment enhances representative wellbeing. A clean machine enhances machine wellbeing.
- instill an arrangement of individual cleaning society then depending just on janitorial administrations, office aides, Domestic help.
Push a fixation for cleanliness. Eg, clean your phone at whatever point you utilize it.
- have a cleaning obligation guide and a timetable. Clean something consistently.
SEIKETSU – institutionalization – (STANDARDIZE)
Point – To keep up an environment where all the initial three S's are executed in the same way all through the association, and where all recording, frameworks, marking, arranging and cleaning strategies are institutionalized. Institutionalizing might be reached out to different territories, for example, letter composing, dating and so forth.
- have a "visual control" framework – Have a far reaching agenda to guarantee everything is as indicated by a standard methodology
Support self assessment .
Point – To make a working environment where everybody is amped up for keeping the spot organized and clean, with an abnormal state of responsibility by the top level administration
Have 5s photograph shows prior and then afterward 5s, 5s trademark rivalries, dramatizations
- have an "one is best" fight in the workplace – One hr gatherings, one page notices, one duplicate documenting, one area records supplies and so forth.
Begin a 5s watch group. I
How To Motivate your Employees, Garments employer motivate
Motivating/Inspiration/Propelling
your representatives doesn't need to be a test any longer. It's basic. In the event that you need to inspire your workers, you need to make them feel eager to come to work consistently, and to invest time with you and one another. So how would you isn't that right? Simply take after these sVariables, which propel specialists:
There are numerous speculations about how homestead can spur their specialists to work well. The accompanying are for the most part thought applicable, despite the fact that specialists may differ about which are the most paramount:
pay and incidental advantagesü
working environment, for example, physical surroundings, clamor and earthü
security of business ü
status and distinction at workü
interesting and testing workü
personal associations with different laborers ü
style of administrationü
social life, for example, work's trips or office partiesü
good interchanges inside the associationü
Experimental Administration:
The hypothesis of experimental administration is typically connected with the work of F.w. taylor who spearheaded the application of expert's strategies at the Bethlehem Steel Organization in the USA amid the late nineteenth and early twentieth hundreds of years. Taylor accepted that slack administration and absence of understanding of how to sort out function prompted wasteful creation, low benefits and low wages of specialists.
Taylor began by testing diverse methods for doing specific occupations, utilizing a stopwatch to time laborers. He contended that they built the most exploratory and proficient technique, gain fulness would be augmented and the laborer who met the standard could be remunerated with high wages. He demonstrated that this might be possible basically by better association.
Taylor's plans were generally replicated and formed into the cutting edge specialty of work-study, mostly by Henry Gantt, an associate of Taylor at Bethlehem steel. However Taylor's techniques were based upon three suspicions, which may now be viewed as off base, even in the early years of the century these suppositions were doubtful:
workers are just intrigued by higher wages.ü
employees were considered as detached people, with the 'social connection' of work disregarded as unimportant.ü
1.mayo
A standout amongst the most well known analyses comprised of putting six female laborers in a room without anyone else present to amass electric transfers (this was known as the Hand-off Get together Test Room).
It was observed that actually aggravating working conditions prompted higher benefit on the grounds that the lady shaped a nearby individual gathering and preferred the consideration, which was paid to them. This headed Mayo to presume that gathering spirit and a feeling of individual worth were the most critical propelling components.
2.maslow
Abraham Maslow was an American therapist who set forward the hypothesis in 1943 that human needs comprised of five fundamental sorts:
psychological, for example, sustenance, oxygen and so on -ü
safety, for example, flexibility from riskü
social that is the requirement for adoration and having a place with a gatheringü
esteem that is to appreciation oneself (respect toward oneself) and be regarded by others (esteem)-ü
ü Fruition toward oneself or fulfillment toward oneself, for instance to create one's own particular ability or profound prosperity
Maslow contended that these structured a progression of requirements, in that individuals needed to fulfill one set of necessities before they could climb to an alternate. Case in point a specialist paid starvation wages is unrealistic to be spurred by recognition from supervisors.
3.herzberg.
Frederick Herzberg accepted that there were two fundamental gatherings of elements, whi
Herzberg's inspiration and cleanliness components.
Cleanliness Factors motivating Components
Employer stability
Status
Associations with different laborers
Organization arrangement and organization
Supervision
Accomplishment
Distinguishment
Obligation
Development & Advancement
Hyglene components (otherwise called support variables) were potential dissatisfies. They couldn't persuade individuals to work better, however could demotivate individuals on the off chance that they were insufficient. For instance high wages may not prompt better execution, however specialists' execution would endure on the off chance that they felt that they were come up short on for their level of aptitude.
4.mclelland
Mclelland arranged human needs into three classes: accomplishment, connection (or having a place) and force. One of these is constantly overwhelming, in spite of the fact that people groups are influenced by every one of the three.
Anticipation hypothesis:
This is a limb of hypothesis spearheaded by V.h.v room in Work and Inspiration (1964).it contends that to accomplish, individuals must have both capability and inspiration. This could be communicated in the straightforward mathematical statement:
Performance=ability x Inspiration.
Nonetheless, to abridge the subject of inspiration the accompanying ten guidelines are given as rules for securing compelling inspiration:
1. Perceive the singularity of single person:
Individuals are diverse physically and all the more vitally mentally. Don't expect that all the gathering parts are roused by the same needs or goals. Hence learn first the needs desiring fulfillment in the specific people mind with the goal that you can make a propelling circumstance for him.
People need to be acknowledged and like to feel paramount. Hence, when applicable, ask them their presumptions and applaud them in broad daylight. One of the standards regularly given for human relations, or accomplishing things through people groups, are " applaud openly and reprimand in private". Give credit where it is expected and show enthusiasm toward, and energy about your subordinates. Utilize each chance to assemble as a part of your subordinates a feeling of cooperativeness of their work.
3.guide instead of Request.
The employment of the director is to guide his subordinates towards the accomplishment of the departmental objectives. As opposed to giving requests give proposals. These will deliver better comes about.
4.set a Decent Illustration.
The director sets the style for his kin. Subordinates are continually viewing their prevalent. They regularly assume on occasion wrongly, that their unrivaled behavior is the fitting one for selection. Consequently play up the constructive and be an individual worth duplicating.
5.show trust in Your Subordinates
This will introduce trust in themselves. Embrace the disposition that you are certain that they will try their hardest.
6.listen Mindfully
A decent help needs first to comprehend the certainties. Listening can give deeper understanding. Regularly the insignificant demonstration of listening and allowing the subordinate to talk without interference brings about the subordinate seeing the slip of his own assumption.
Be watchful of what you say as well as how you say it as even the tone of the voice is significant.
8.encourage Interest
Where ever conceivable give the subordinates a chance to participate in the choices, especially where they influence them. Keep them decently educated on matters which influence them. Viable interest requires the ownership of satisfactory learning by the subordinates.
Mystery impels dissatisfaction in the subordinates. Make an inclination of having a place, team spirit and bunch cohesiveness through correspondences.
The subordinates must feel that they will accomplish their objectives best by striving towards the accomplishment of the association's objectives. This is the most compelling motivational variable.
N:b Stay aware of more sense to get another look in the Remarks please
Calculation of Thread consumption for Garments.
Calculation of Thread consumption for Garments.
Stitch
& Machine wise thread consumption
Stitch class Description and Machine Thread consumption (cm) per cm of seam
301 Single needle lock stitch 2.8
301 Double needle lock stitch 5.6
301 Double needle split bar 5.6
401 Single needle chain stitch 4.8
401 Double needle chain stitch 9.6
401 Three needle chain stitch 14.4
304 Lock stitch zigzag 5.4
406 3 Thread Flat lock/cover stitch 11.8
602 4 Thread 2 needle Flat lock 16.9
407 4Thread 3 needle Flat lock 16.7
605 5 Thread 3 needle Flat lock 22.5
607 6 Thread 4 needle Flat lock 27.4
408 5 Thread 2 needle Flat lock 15.4
504 3 Thread over lock 13.8
514 4 thread over lock 17.1
512 4 thread over lock 16.3
Stitch class Description and Machine Thread consumption (cm) per cm of seam
516 5 Thread over lock 18.6
514+401 6 Thread over lock 21.9
401 Top center(4 needle) 19.2
304 Button attach 0.3
304 Button hole 0.95
404 Eyelet Button hole 1
304 Bar tacking 0.5
401 Feed of the arm(per needle) 4.8
301 Velcro attach 2.8
503 2 thread Shell stitch/Blanket stitch 11.7
501/ 513 Single thread Blanket stitch 16.6
505 Decorative stitch 13.8
411/404 Picot stitch 6.8
103 Blind stitch 4.5
401 Pin tucking(per needle) 4.8
108/104 Pinpoint/Saddle stitch 2.8
101 Single thread chain stitch/Blasting 3.8
Thread consumption of a Polo shirt:
SL Process Machine Length of seam(cm) Machine wise thread consumption per cm of seam Required thread =LOS x Thread consumed by machine
1 SEW SLEEVE HEM 3T F/L 72 11.8 849.6
2 SEW UNDER & TOP PLACKET HEM SNLS 32 2.8 89.6
3 ATTACH UNDER &TOP PLACKET SNLS 26 2.8 72.8
4 MARK & MAKE PICK SNLS 4 2.8 11.2
5 LABLE ATTACH SNLS 4 2.8 11.2
6 JOIN SHOULDER 4T O/L 28 17.1 478.8
7 TOP STITCH AT JOIN SHOULDER SNCS 28 4.8 134.4
8 JOIN COLLAR SNLS 50 4.8 240
9 COLLAR JOIN POSITION SEW 4T O/L 50 17.1 855
10 BIND COLLAR SNLS 50 2.8 140
11 1/4'' TOP STITCH AT NECK SNLS 50 2.8 140
12 FINISH TOP PLACKET STITCH SNLS 14 2.8 39.2
13 FINISH UNDER PLACKET STITCH SNLS 14 2.8 39.2
14 TACK BOX PLACKET END SNLS 8 2.8 22.4
15 SLEEV E ATTACH 4T O/L 100 17.1 1710
16 TOP STITCH AT ARMHOLE 3T F/L 100 11.8 1180
17 BOTTOM HEM 3T F/L 100 11.8 1180
18 SIDE SEAM SEW + PLK END O/L 4T O/L 98 17.1 1675.8
19 SIDE BAND SEW 4T O/L 25 17.1 427.5
20 TACK AT SIDE BAND SNLS 14 2.8 39.2
21 1/4 TOP STITCH AT SIDE BAND SNLS 30 2.8 84
22 TACK SLEEVE MARGIN SNLS 6 2.8 16.8
23 TOP STITCH AT SLV OPENING SNLS 6 2.8 16.8
24 BUTTON HOLE B/H 3 hole 0.95 2.85
25 BUTTON ATTACH B/A 3btn 4hole 0.3 0.9
Total thread required for one Garment 9457.25 cm
Thread required for one garment =9457.8 cm = 9457.25/100 = 94.57 m
Thread required for one garment with 5% allowance=94.57+5%= 99.3 m
Thread required for 1 dz of garment=99.3 x 12=1191.6 m
Garments Job Description - Production.
Pr-production
1. Go through the production plan & collect new style sample of relevant production lines.
2. Prepare Operation bulletin g with individual SMV & discuss with costing team regarding confusion on SMV.
3. Discuss with sample room IE to clarify method of construction, attachments & new machines.
4. Discuss operation bulletin g with Production and technical staff.
5. Attend for line sample.
6. Confirm operation bulleting.
7. Prepare primary line layouts and discuss with production and technical staff, after the discussion adjust the layout as agreed & confirm.
8. Prepare skill requirement for each style.
9. Prepare and attend on skill development programmers (Training in advanced- critical operations)
10. Maintain worker skill inventory.
11. Prepare and attend on general skill development plan.
12. Prepare machine, attachment and manpower requirements based on latest production schedules
13. Make line feeding plan.
14. Follow up and make sure to require machines, attachments and manpower is ready.
Line feeding
15. Attend in new style introduction.
16. Feed the line as per the finalized layout & follow-up.
17. Instruct and train workers on correct methods as motion sequins include in desired SMV.
18. Arrange for best work place arrangements as method desired on SMV.
19. Explain the SMV, Targets and plan efficiency and Incentive levels to each and every worker.
20. Maintained line feeding report
At Running Production and day to day
21. Capacity study of all layout/Operations at two to three days after feeding.
22. Find the bottle necks, technical and quality issues and attend to solve with addressing to the responsible persons.
23. SMV revision and confirmation with comparing the capacity after complete the capacity study.
24. Line layout re-balancing based on actual capacities and as per the plan.
25. Attend in daily line pocket meeting.
26. Attend on daily line balancing.
27. Study the present method of work of sewing machinery operation & manual operations & suggest improved method to achieve high efficiency level.
28. Improving individual efficiencies with monitoring and making sure that the efficiency reports are accurate.
29. Monitor and record individual and line off standard times and take necessary actions to reduce the lost times. Address and discuss with management on off standard times.
30. Achieved planed line efficiencies.
Post Production
31. Prepare style review report with all the data, in order to avoid delays doing experiment in repeat styles. (SMV, Efficiency plan & achieved, Production output, Thread consumption, Technical issues, Bottlenecks).
General
32. Performance evaluation of workers and factory staff.
33. Introducing and monitoring incentive schemes/Motivation programmer.
34. Management update on latest management concepts, Technology (Special machine), systems and procedures, methods, tools and attachments.
35. Special tasks/Projects assign by management
36. Maintain records of achievements
Garments work Procedure
( XXXX Garments Ltd. )
1) Responsibility, Rules and authorities
1.1 Team Responsibility
Team must perform a complete task as described in their operations assignments.
Team work together to achieve objectives (quality, cost, lead-time) as determined by the management. (Team must control their absenteeism level, productivity and quality in order to achieve lead time).
Incentive Pay is a result of group performance.
Team is responsible on the data reported to the management.
Team must monitor all keys performance as determined by the management.
Team is totally responsible for the environment inside the cell.
Team is responsible in sustaining 5S concept.
Team is responsible in delivering only acceptable quality level.
1.2 Team Rules
Threads must be trimmed off the sewing machine.
Scissors are attached to the sewing machine or to the table.
Modular members are not allowed to remove the scissors off the sewing machine or the table.
No one is allowed to walk with the scissor or keeping it in the pocket.
Pencils must be fixed to the sewing machine or to a table applying the same rules of the scissors.
Final checkers are not allowed to carry a scissor with them or to fix a scissor to a table.
Threads are detected at the final checking area should be returned to the SMO workstation for trimming purpose.
In case of Quality problems, modular team must be stopped till rectifying the problem.
1.3 Management Policy
The management is responsible of assuring manufacturing staffs comply with all roles and responsibility described in this manual.
The management is responsible for truly empowering the team.
1.4 Supervisor Role
The supervisor has the right to track the production amongst the teams without interfering with the members.
The supervisor must provide technical assistance to the team under the request of the leader.
The supervisor has the right to verify the quality of finished products. In case of discrepancy, communication is limited with the leader.
The supervisor is responsible in communicating the requirements of the team to the management.
The supervisor is in charge of planning the production o the teams.
The supervisor must conduct 5 minutes meeting with the leader prior to assigning the order to the team for capability assurance by the team.
The supervisor must ensure all requirements related to item no. 2.8 are prepared and delivered to the team.
The supervisor must approve first production-unit turn.
1.5 Team Leader Role
The leader is the principle contact with the management.
The leader is in charge of the first and last process for monitoring the quality and the output. (Quality is team responsibility)
The leader is in charge of the environment within the cell.
The leader is responsible of the cell discipline and the members.
The leader is in charge of the accuracy of reported data.
The leader provides help and assistance to the team members.
The leader is in charge of members assignments.
1.6 Team Authority
The team has the rights to refuse, stop any production due to the following issues:
Non adequate Machineries
Defected cuts
Sizes and shades Mixture
Missing information, materials and tools as described in item no. 2.8.
The team has the rights to request a time study or follow ups for certain operations where there is doubt of time accuracy related to the target.
1.7 Meeting Structure
Meeting must not be longer than 5 minutes and must be held inside the cell.
Assignments meeting at initial start up of new order and quality standards distribution. (Occasional)
Troubleshooting related to Quality problems. (Occasional)
Internal attitude problems (involves only leader and the concerned operator). (Occasional)
3 Minutes at end of the day for “SHINE” session. (Daily)
Performance meeting for 10 minutes. (Weekly)
1.8 Requirements prior to initial orders start-up
Before start the initial sewing, modular team should receive the following documents and items:
• Trims card (original samples),
• Original Size labels (all),
• Original Hang Tags (all),
• Green seal sample including hang tags and size labels,
• Measurement sheet,
• Critical Points,
• New quality record papers,
• Sketch of measurement,
• Operations bulletin with quality standards,
• Work Load Orders (productivity target, Pitch time, days available, etc..)
• Checklist orders quantity,
• Pattern of the orders sizes,
• Scrap fabric from the cutting room (same type as the style) for machineries adjustment,
1.9 Absenteeism coverage
No strange labor would be added in case of absenteeism.
Absenteeism must be covered using the bump-Jump system of which an operator moves from her station to another station on the basis of the operations sequences till reaching another operator then her or him drops the bundle and return back to its original station. In case of original station is occupied by another operator (X), the replacement operator (X) will leave the station immediately and returns back to her or his original station or till reach another bundle through the process.
1.10 Cut parts and Identification
Cut parts arrive in bulk but split by sizes of 100 pieces maximum.
All parts are identified with simple numbers for matching.
A marking paper is placed in between the layers according to the number of allowed pieces as WIP. Example: if the maximum WIP is 20 pieces, so every 20 pieces a marking paper is placed to ease the control.
1.11 Machineries setup and Changeover
Layout of machineries priority changes must be given by the IE to the maintenance dept.
New replacement machineries must be adjusted in advance according to quality requirement before shifting them into the cell.
Machineries changes must not exceed 2 minutes per station.
IE staffs and leader must monitor the changeover to assure the external setups and avoid the internal setups
5). KANBAN METHODS OF WITHDRAWAL;
5.1). Cutting Process.
Four members are allocated for one team.
All 4 members should be multiskill & should manage all activities with in the process.
20% more are cut than the day requirement.
5.2). Cutting inventories & method of storing.
Cutting input racks & supermarkets are serially numbered & they are stored as per serial nos.
There is tag for each & every supermarket which includes cutting details, size & quantity.
5.3). Considering WIP levels.
Minimum level;
Five pieces remain on each machine & one supermarket is kept on input rack.
Eg:- No of machines in the lay out – 21
Minimum WIP on 1 m/c - 05
Total WIP - 105
In 1 supermarket - 75
Total WIP in line - 180pcs
Maximum Level;
Ten pieces remain on each machine & three
Supermarkets are kept in input racks.
Eg:- No of machines in the lay out – 21
Minimum WIP on 1 m/c - 10
Total WIP - 210
In 3 supermarket - 225
Total WIP in line - 435pcs
5.4). Input issuing procedure.
When line’s WIP comes to minimum level, message is given by visual indicator by supervisor to cutting.
As per the signal 2 supermarkets are sent at once to sewing line.
5.5). Accessories & Trims issuing with Kan ban.
Cut plan is issued from cutting to sub stores one day ago to cutting.
All accessories are ready As per the cut plan & send to input rack.
Each accessory is put appropriate supermarket at the input rack.
5.6). Returning excess trims.
If running style is over all excess trims will have to be returned to sub stores with in 2 hours.
If running style temporarily stops then excess trims (Thread & tapes) will have to be stored separately in allocated areas.
6). REJECTS & RE-WORK PROCEDURE.
If any reject found by the worker in line process, it will be immediately repaired at the same time.
If any sewing reject found by end line checker, it will be put in to red color, rejects contain box & it will be repaired at the same time.
If found any un-repairable garment it will be put in to red color un-shippable garments contain box.
6.1). Stains Procedure.
If found any garment with stain or oil each will be put in to separated yellow color box.
If stain or oil marked garments pile up more than 5 pieces in the box, the special concentration should put in to the process & should take immediate steps to stop the stain or oil mark.
The garments which are in the yellow box, have to be checked & should send to spot cleaning room & should remove if removable hour by hour.
7). TEAM CONCEPT ON QUICK CHANGE OVER.
All teams cutting, sewing, finishing & packing follow the Critical path which has been made to follow-up up-coming styles. See the critical path.
8). SELECT THE BEST LINE.
To select the best line, five KPI criteria have been selected & specific marks are given for each indicator.
Marks are given & total marks are calculated as per the given chart.
This is monitored daily by the HR department & the end of the month the best line will be selected considering the total marks which each line has been taken against each Key performance indicators.
A gift is given for the selected section as best.
9). MANAGEMENT PERFORMANCE IN PROBLEM SOLVING.
All problems which arise hourly are recorded on Kaizen scheduling board & if given, solution & its status also is recorded.
All quality related problems are recorded on Corrective action plan recording board & if an action taken its status also is recorded.
Line Supervisor, QA, Mechanic, Production mgr, Work study Ex. & quality Ex. will gather daily at 4.00pm & discuss regarding issues which recorded on visual boards.
Solutions are given for the issues waiting for solutions by the management at the discussion.
And the all status is recorded on visual boards as happened.
10). AUDITING PROCEDURE FOR ‘5 S’
A weekly basis audit is conducted by an appointed members with in ‘5 S’ comity.
The audit is done according to a check list.
11). AQL.
All auditing processes are carried out to the AQL 1.5.
First audit is done at the end line table.
Sample quantity is selected according to the hourly line out put by line QA.
Entire sample quantity is checked 100% & decision is taken as per the AQL.
Second audit is carried out at the packing stage after poly bag the garment.
Same sampling & same auditing are carried out at the AQL.
2. Quality
2.1 Machineries adjustment
Quality standards must be giving to each station for adjustment such as: stitches per inch, seam width, seam allowances, tension, variable
measurements, etc.
Machineries must be adjusted using scrap fabric same type as the order.
Result of the adjustment must be approved by the leader and used as a “Mock Up”.
Allowances + and – must be giving to the team members.
If quality measurement reaches the allowances, machineries must be re-adjusted.
2.2 Quality system in the Cell
Work Studies and Quality team must develop a standard work method including all needed instruction to perform the checking process. The instruction must post at the checking table with a Sketch. See sketch below.
In case of defect, team must stop operating till problem is rectified.
Final checking: 100% performed by the team members.
No line In Line Quality controller
In Process Checking
In Process, team members must check the first piece produced against all critical and measurement points as per the given operation standards.
In Process, each team member must check one piece out of 5 pieces produced against all critical and measurement points as per the operation before issuing the 5 pieces to the next SMO. (The number of pieces is equivalent the minimum level of inventory).
OVERLOCK
STYLE: N05P 23 SPI Seam Width Pieces Alignment Remarks
Code Operation Allowed Tolerance Allowed Tolerance Allowed Tolerance
4OL1 Join shoulder 11 0 1/4'' 0 Matched 1/8'' Shoulder tape should not get cut.
4OL2 Attach sleeves
4OL3 Sew side seam
Final Checking
Output checking point must based on the following elements:
Measurement sheet,
Critical points list,
Trim card,
All size labels of the current style,
All hang tags of the current style,
Team member must report the quality level of each checked garment on a daily record sheet.
Quality defects must be disposed for visible identification to management if is related to previous processes such as: fabric, cutting or to the team sewing.
2.3 Methods of rework
Zero rework in process is allowed.
Reworks are reported and related problem is rectified.
Reworks are done immediately as they found.
Corrective action plan must be maintained.
2.4 Shade Control
To be developed on site
2.5 Order completion
To be determined by the management on the basis of returning all remaining trims, cuts, patters, etc.
2.6 Size identification through the process
Team must have range of cards identifying all sizes related to the cut on hands.
First operator (leader) hangs the correspondent in-process size card over the machine to identify the current size in process.
One last bundle of the specific size is complete. The operator moves the size card along with the bundle to the next operator to identify the current size is complete at the previous station.
The next operator hangs the received size card over her machine and the previous operator hangs the new size in process.
3. Pull Concept
3.1 Level of Work In Process
Work in Process is determined according to the time value to assure the first bundle turnover as planned and to reduce operators’ movement to other machineries.
Example:
If the first bundle turnover is 120 minutes, the team members are 10, Takt time is 0.40 per piece then calculation would be as follows:
Maximum WIP = 120 / 10 operators / 0.40 per piece = 30 pieces
Minimum inventory is the half of the bundle 15 pieces and maximum of 30 pieces.
Chances of operators’ movement for balanced flow are: 16 @ 100% equivalent to 32 minutes considering 2 minutes two-ways moves.
3.2 Methods of balancing
To assure pull concept and balanced flow:
Operators must stop producing when the next station reached the maximum inventory level.
Additional machineries could be provided for balancing or pulling from non performing station.
Use the same concept as absenteeism coverage
3.3 Cuts Inventory and methods of storage
Same as item no. 2.10
4. Visual Controls Systems
4.1 Workplace organization
Trims: Must be placed in identified covered baskets
Cuts: Cuts must be separate by size maximum 100 pieces and placed on multi level table for better identification. All parts must be numbered for matching purpose.
Patterns: Hanging them at the side of the table
Quality documents:
Related to operators: must be placed on the machine
Related to final checking must be visible at the checking table
Trims card: must be visible at the inspection table
Sample: Hang at a visible area for the entire team
Orders documents: assignment sheet, quality level, performance must be posted on a white board.
Quality report: Checking table
Off standards report: Leader table
Order quantity report: at final checking table
Maintenance tools: Lockable metal box
4.2 Key performance indicators
Results must be against targets
The pitch and results must be hourly if is collected manually.
Takt time achieved: on Graphic board (time between 2 bundles excluding 1st bundle)
WIP level: on Graphic board (input minus output)
Quality Level: on Graphic board
1st Bundle turnout: on Graphic board
Off Standards: on Graphic board
Absenteeism: on Graphic board
Productivity: on Graphic board
Delivery accomplishment rate: on Graphic board
4.3 Formats used for modular team to report back to management
Operation bulletin with quality standards
Operation simulation and distribution with operators assignments and critical paths
Machineries layout and method of changeover
Orders quantity – checklist
Specification sheet with Sketch and measurements instruction
Critical points sheet
Quality checking record
Corrective action plan
KPI – Objectives: Takt time, WIP Max/Min, Pitch, delivery target, productivity as per delivery, etc.
Trim Cards
Hang tags cards
1) Responsibility, Rules and authorities
1.1 Team Responsibility
Team must perform a complete task as described in their operations assignments.
Team work together to achieve objectives (quality, cost, lead-time) as determined by the management. (Team must control their absenteeism level, productivity and quality in order to achieve lead time).
Incentive Pay is a result of group performance.
Team is responsible on the data reported to the management.
Team must monitor all keys performance as determined by the management.
Team is totally responsible for the environment inside the cell.
Team is responsible in sustaining 5S concept.
Team is responsible in delivering only acceptable quality level.
1.2 Team Rules
Threads must be trimmed off the sewing machine.
Scissors are attached to the sewing machine or to the table.
Modular members are not allowed to remove the scissors off the sewing machine or the table.
No one is allowed to walk with the scissor or keeping it in the pocket.
Pencils must be fixed to the sewing machine or to a table applying the same rules of the scissors.
Final checkers are not allowed to carry a scissor with them or to fix a scissor to a table.
Threads are detected at the final checking area should be returned to the SMO workstation for trimming purpose.
In case of Quality problems, modular team must be stopped till rectifying the problem.
1.3 Management Policy
The management is responsible of assuring manufacturing staffs comply with all roles and responsibility described in this manual.
The management is responsible for truly empowering the team.
1.4 Supervisor Role
The supervisor has the right to track the production amongst the teams without interfering with the members.
The supervisor must provide technical assistance to the team under the request of the leader.
The supervisor has the right to verify the quality of finished products. In case of discrepancy, communication is limited with the leader.
The supervisor is responsible in communicating the requirements of the team to the management.
The supervisor is in charge of planning the production o the teams.
The supervisor must conduct 5 minutes meeting with the leader prior to assigning the order to the team for capability assurance by the team.
The supervisor must ensure all requirements related to item no. 2.8 are prepared and delivered to the team.
The supervisor must approve first production-unit turn.
1.5 Team Leader Role
The leader is the principle contact with the management.
The leader is in charge of the first and last process for monitoring the quality and the output. (Quality is team responsibility)
The leader is in charge of the environment within the cell.
The leader is responsible of the cell discipline and the members.
The leader is in charge of the accuracy of reported data.
The leader provides help and assistance to the team members.
The leader is in charge of members assignments.
1.6 Team Authority
The team has the rights to refuse, stop any production due to the following issues:
Non adequate Machineries
Defected cuts
Sizes and shades Mixture
Missing information, materials and tools as described in item no. 2.8.
The team has the rights to request a time study or follow ups for certain operations where there is doubt of time accuracy related to the target.
1.7 Meeting Structure
Meeting must not be longer than 5 minutes and must be held inside the cell.
Assignments meeting at initial start up of new order and quality standards distribution. (Occasional)
Troubleshooting related to Quality problems. (Occasional)
Internal attitude problems (involves only leader and the concerned operator). (Occasional)
3 Minutes at end of the day for “SHINE” session. (Daily)
Performance meeting for 10 minutes. (Weekly)
1.8 Requirements prior to initial orders start-up
Before start the initial sewing, modular team should receive the following documents and items:
• Trims card (original samples),
• Original Size labels (all),
• Original Hang Tags (all),
• Green seal sample including hang tags and size labels,
• Measurement sheet,
• Critical Points,
• New quality record papers,
• Sketch of measurement,
• Operations bulletin with quality standards,
• Work Load Orders (productivity target, Pitch time, days available, etc..)
• Checklist orders quantity,
• Pattern of the orders sizes,
• Scrap fabric from the cutting room (same type as the style) for machineries adjustment,
1.9 Absenteeism coverage
No strange labor would be added in case of absenteeism.
Absenteeism must be covered using the bump-Jump system of which an operator moves from her station to another station on the basis of the operations sequences till reaching another operator then her or him drops the bundle and return back to its original station. In case of original station is occupied by another operator (X), the replacement operator (X) will leave the station immediately and returns back to her or his original station or till reach another bundle through the process.
1.10 Cut parts and Identification
Cut parts arrive in bulk but split by sizes of 100 pieces maximum.
All parts are identified with simple numbers for matching.
A marking paper is placed in between the layers according to the number of allowed pieces as WIP. Example: if the maximum WIP is 20 pieces, so every 20 pieces a marking paper is placed to ease the control.
1.11 Machineries setup and Changeover
Layout of machineries priority changes must be given by the IE to the maintenance dept.
New replacement machineries must be adjusted in advance according to quality requirement before shifting them into the cell.
Machineries changes must not exceed 2 minutes per station.
IE staffs and leader must monitor the changeover to assure the external setups and avoid the internal setups
5). KANBAN METHODS OF WITHDRAWAL;
5.1). Cutting Process.
Four members are allocated for one team.
All 4 members should be multiskill & should manage all activities with in the process.
20% more are cut than the day requirement.
5.2). Cutting inventories & method of storing.
Cutting input racks & supermarkets are serially numbered & they are stored as per serial nos.
There is tag for each & every supermarket which includes cutting details, size & quantity.
5.3). Considering WIP levels.
Minimum level;
Five pieces remain on each machine & one supermarket is kept on input rack.
Eg:- No of machines in the lay out – 21
Minimum WIP on 1 m/c - 05
Total WIP - 105
In 1 supermarket - 75
Total WIP in line - 180pcs
Maximum Level;
Ten pieces remain on each machine & three
Supermarkets are kept in input racks.
Eg:- No of machines in the lay out – 21
Minimum WIP on 1 m/c - 10
Total WIP - 210
In 3 supermarket - 225
Total WIP in line - 435pcs
5.4). Input issuing procedure.
When line’s WIP comes to minimum level, message is given by visual indicator by supervisor to cutting.
As per the signal 2 supermarkets are sent at once to sewing line.
5.5). Accessories & Trims issuing with Kan ban.
Cut plan is issued from cutting to sub stores one day ago to cutting.
All accessories are ready As per the cut plan & send to input rack.
Each accessory is put appropriate supermarket at the input rack.
5.6). Returning excess trims.
If running style is over all excess trims will have to be returned to sub stores with in 2 hours.
If running style temporarily stops then excess trims (Thread & tapes) will have to be stored separately in allocated areas.
6). REJECTS & RE-WORK PROCEDURE.
If any reject found by the worker in line process, it will be immediately repaired at the same time.
If any sewing reject found by end line checker, it will be put in to red color, rejects contain box & it will be repaired at the same time.
If found any un-repairable garment it will be put in to red color un-shippable garments contain box.
6.1). Stains Procedure.
If found any garment with stain or oil each will be put in to separated yellow color box.
If stain or oil marked garments pile up more than 5 pieces in the box, the special concentration should put in to the process & should take immediate steps to stop the stain or oil mark.
The garments which are in the yellow box, have to be checked & should send to spot cleaning room & should remove if removable hour by hour.
7). TEAM CONCEPT ON QUICK CHANGE OVER.
All teams cutting, sewing, finishing & packing follow the Critical path which has been made to follow-up up-coming styles. See the critical path.
8). SELECT THE BEST LINE.
To select the best line, five KPI criteria have been selected & specific marks are given for each indicator.
Marks are given & total marks are calculated as per the given chart.
This is monitored daily by the HR department & the end of the month the best line will be selected considering the total marks which each line has been taken against each Key performance indicators.
A gift is given for the selected section as best.
9). MANAGEMENT PERFORMANCE IN PROBLEM SOLVING.
All problems which arise hourly are recorded on Kaizen scheduling board & if given, solution & its status also is recorded.
All quality related problems are recorded on Corrective action plan recording board & if an action taken its status also is recorded.
Line Supervisor, QA, Mechanic, Production mgr, Work study Ex. & quality Ex. will gather daily at 4.00pm & discuss regarding issues which recorded on visual boards.
Solutions are given for the issues waiting for solutions by the management at the discussion.
And the all status is recorded on visual boards as happened.
10). AUDITING PROCEDURE FOR ‘5 S’
A weekly basis audit is conducted by an appointed members with in ‘5 S’ comity.
The audit is done according to a check list.
11). AQL.
All auditing processes are carried out to the AQL 1.5.
First audit is done at the end line table.
Sample quantity is selected according to the hourly line out put by line QA.
Entire sample quantity is checked 100% & decision is taken as per the AQL.
Second audit is carried out at the packing stage after poly bag the garment.
Same sampling & same auditing are carried out at the AQL.
2. Quality
2.1 Machineries adjustment
Quality standards must be giving to each station for adjustment such as: stitches per inch, seam width, seam allowances, tension, variable
measurements, etc.
Machineries must be adjusted using scrap fabric same type as the order.
Result of the adjustment must be approved by the leader and used as a “Mock Up”.
Allowances + and – must be giving to the team members.
If quality measurement reaches the allowances, machineries must be re-adjusted.
2.2 Quality system in the Cell
Work Studies and Quality team must develop a standard work method including all needed instruction to perform the checking process. The instruction must post at the checking table with a Sketch. See sketch below.
In case of defect, team must stop operating till problem is rectified.
Final checking: 100% performed by the team members.
No line In Line Quality controller
In Process Checking
In Process, team members must check the first piece produced against all critical and measurement points as per the given operation standards.
In Process, each team member must check one piece out of 5 pieces produced against all critical and measurement points as per the operation before issuing the 5 pieces to the next SMO. (The number of pieces is equivalent the minimum level of inventory).
OVERLOCK
STYLE: N05P 23 SPI Seam Width Pieces Alignment Remarks
Code Operation Allowed Tolerance Allowed Tolerance Allowed Tolerance
4OL1 Join shoulder 11 0 1/4'' 0 Matched 1/8'' Shoulder tape should not get cut.
4OL2 Attach sleeves
4OL3 Sew side seam
Final Checking
Output checking point must based on the following elements:
Measurement sheet,
Critical points list,
Trim card,
All size labels of the current style,
All hang tags of the current style,
Team member must report the quality level of each checked garment on a daily record sheet.
Quality defects must be disposed for visible identification to management if is related to previous processes such as: fabric, cutting or to the team sewing.
2.3 Methods of rework
Zero rework in process is allowed.
Reworks are reported and related problem is rectified.
Reworks are done immediately as they found.
Corrective action plan must be maintained.
2.4 Shade Control
To be developed on site
2.5 Order completion
To be determined by the management on the basis of returning all remaining trims, cuts, patters, etc.
2.6 Size identification through the process
Team must have range of cards identifying all sizes related to the cut on hands.
First operator (leader) hangs the correspondent in-process size card over the machine to identify the current size in process.
One last bundle of the specific size is complete. The operator moves the size card along with the bundle to the next operator to identify the current size is complete at the previous station.
The next operator hangs the received size card over her machine and the previous operator hangs the new size in process.
3. Pull Concept
3.1 Level of Work In Process
Work in Process is determined according to the time value to assure the first bundle turnover as planned and to reduce operators’ movement to other machineries.
Example:
If the first bundle turnover is 120 minutes, the team members are 10, Takt time is 0.40 per piece then calculation would be as follows:
Maximum WIP = 120 / 10 operators / 0.40 per piece = 30 pieces
Minimum inventory is the half of the bundle 15 pieces and maximum of 30 pieces.
Chances of operators’ movement for balanced flow are: 16 @ 100% equivalent to 32 minutes considering 2 minutes two-ways moves.
3.2 Methods of balancing
To assure pull concept and balanced flow:
Operators must stop producing when the next station reached the maximum inventory level.
Additional machineries could be provided for balancing or pulling from non performing station.
Use the same concept as absenteeism coverage
3.3 Cuts Inventory and methods of storage
Same as item no. 2.10
4. Visual Controls Systems
4.1 Workplace organization
Trims: Must be placed in identified covered baskets
Cuts: Cuts must be separate by size maximum 100 pieces and placed on multi level table for better identification. All parts must be numbered for matching purpose.
Patterns: Hanging them at the side of the table
Quality documents:
Related to operators: must be placed on the machine
Related to final checking must be visible at the checking table
Trims card: must be visible at the inspection table
Sample: Hang at a visible area for the entire team
Orders documents: assignment sheet, quality level, performance must be posted on a white board.
Quality report: Checking table
Off standards report: Leader table
Order quantity report: at final checking table
Maintenance tools: Lockable metal box
4.2 Key performance indicators
Results must be against targets
The pitch and results must be hourly if is collected manually.
Takt time achieved: on Graphic board (time between 2 bundles excluding 1st bundle)
WIP level: on Graphic board (input minus output)
Quality Level: on Graphic board
1st Bundle turnout: on Graphic board
Off Standards: on Graphic board
Absenteeism: on Graphic board
Productivity: on Graphic board
Delivery accomplishment rate: on Graphic board
4.3 Formats used for modular team to report back to management
Operation bulletin with quality standards
Operation simulation and distribution with operators assignments and critical paths
Machineries layout and method of changeover
Orders quantity – checklist
Specification sheet with Sketch and measurements instruction
Critical points sheet
Quality checking record
Corrective action plan
KPI – Objectives: Takt time, WIP Max/Min, Pitch, delivery target, productivity as per delivery, etc.
Trim Cards
Hang tags cards
Will run............
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