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Lean Six Sigma is a blend of two concepts: Lean, which is aimed at reducing waste by breaking down processes and segregating waste from value, and Six Sigma, which helps companies reduce process variation and errors by using quality and statistical tools. Together they help companies reap the benefits of faster processes with lower cost and higher quality.
Both the Lean and the Six Sigma methodologies have proven that it is possible to achieve dramatic improvements in cost, quality, and time by focusing on process improvement. Six Sigma is focused on reducing variation and improving process yield by following a problem-solving approach using statistical tools, Lean is primarily concerned with eliminating waste and improving flow by following the Lean principles and a defined approach to implement each of these principles. The financial savings companies such as Toyota, General Electric, Motorola, and many others have accomplished using these methodologies have inspired many other firms to follow suit. As a result, many companies have either a Lean or Six Sigma program in place. But, using either one of them alone has limitations:
Process Improvement: Focused on problem solving, aimed at eliminating the vital few root causes. It is most common to use the DMAIC roadmap: o Define - Select customer's critical-to-quality characteristics (CTQs). Define the process improvement goals that are consistent with customer demands and enterprise strategy. o Measure - Create a measurement system and validate the system. Measure the current process and collect relevant data for future comparison. o Analyze - Identify the sources of variation from the performance objectives. Analyze to verify relationship and causality of factors. Determine what the relationship is and attempt to ensure that all factors have been considered using one or more of the tools in the Six Sigma toolkit. o Improve - Discover process relationships and establish new and improved procedures. Improve or optimize the process based upon the analysis. o Control - Sustain the gain by implementing process controls. Control to ensure that any variances are corrected before they result in defects. Set up pilot runs to establish process capability, transition to production and thereafter continuously measure the process and institute control mechanisms. Process Design/Redesign: The creation of a new process to achieve exponential improvement and/or meet the changing demands of customers, technology and competition. It must handle totally dysfunctional processes and reengineer them. It is also known as Design for Six Sigma (DFSS). DMADV is the most common roadmap followed for DFSS: o o o o o Define - Define the goals of the design activity that are consistent with customer demands and enterprise strategy. Measure - Measure and identify CTQs, product capabilities, production process capability and risk assessments. Analyze - Analyze to develop and design alternatives, create high-level design and evaluate design capability to select the best design. Design - Design details, optimize the design, and plan for design verification. This phase may require simulations. Verify - Verify the design, set up pilot runs, implement production process and handover to process owners.
Six Sigma will eliminate defects but it will not address the question of how to optimize process flow. Lean principles exclude the advanced statistical tools often required to achieve the process capabilities needed to be truly 'lean'. Lean approaches work in the following categories and tries to reduce the non value added work. o Value Added = process steps that definitely create value for customer and the enterprise. o Non Value Added = process steps that create no value and can be eliminated (waste). o Business Value Added = process steps that create no value but are necessary. - Required for legal requirements, f
The difference between Lean and Six Sigma can be summarized as follows: Six Sigma = Reduced process variation Lean = Improved process flow What is “Lean”? In the practice of “Lean”, the focus is on breaking down processes to the “bare bone essentials”, hence the name “lean”. The Lean approach to waste is
Implement and drive continuous improvement activities through implementation of change management process and best practices. Before starting a production process of an article of product. drawing up a production schedule. production. Estimating costs and setting the quality standards. means to produce one piece of product through many processes and involve many operators. 7. and eliminate the waste and non-value added. Monitoring the production processes and adjusting schedules as needed. set up and implement standard operating procedure for all production operations. the practice of Lean has as its central goal to segregate waste from value in processes. 19. 4. PPIC and mechanic to discuss the article which will get into production so they all can do the preparation that will make the production running smooth and avoid mistake in production. e. 12.Garment industry as an intensive labor industry. GMP’s and 5S processes. Systematical Preventive Maintenance : tasks to be systematically performed on schedule Conditional Preventive Maintenance : tasks to be performed or not after scheduled checking Corrective/Reactive Maintenance – Fixing an existing equipment when it breaks or loses its original performance 1. embroidery. product components preparation such as pieces of fabric. Ensure planned KPI’s of efficiency and performance are met or exceeded. Realizing this. 23. Reviewing the performance of subordinates. Develop and track improvement in reduction of planned dh hours.that “Non-value added is waste”. Manage the adherence to prescribed procedures to ensure first pass quality meets or exceeds planned goals. Overseeing the production process. it necessary to have it rechecked by each department related to line arrangement. Autonomous Maintenance – involving production employees in the total machine maintenance process. Identify Value Define Value Stream Determine Flow Define Pull Improve Process The focus of Lean is on Process flow. i will review some things we can do to increase productivity in garment industry especially in sewing area. This time. 22. Optimize resource utilization by implementation of an effective production organization. 20. 11. 24. as one of businessman in garment industry. Track competencies of subordinates and provide leadership and development as required to achieve the objectives How to improve productivity in Garment Industry How to improve productivity in Garment Industry . Ensure implementation and evolution of safety procedure. Working out the human and material resources needed. Hence. When this article is going to sewing process. Liaising among different departments. and other accessories. Sewing are is the main area in this industry. Coordinate. 6. 18. Ensure coaching and development of resources to meet business’s objectives. need to have a meeting with all department ie. merchandiser. 16. managers. Ensure prescribed line pm are completed timely. Ensuring that health and safety guidelines are followed. Preventive Maintenance – using schedules or planned maintenance to ensure the continuous. 3. threads. The typical method for practicing Lean is to do the following: 1. 3. IE. 15.determining the life expectancy of components in order to replace them at the optimum time. 17. Monitoring product standards and implementing quality-control programs. 4. 9. Suppliers. Predictive Maintenance . Ensure complete compliance to prescribed QMS. 2. 13. Some points need more attention in increasing productivity in sewing area are: 1. 8. machines preparation.g. Working with managers to implement the company's policies and goals. Drafting a timescale for the job. QA. 10. 2. 21. Supervising and motivating a team of workers. we have to pay more attention on what we can do to maximize productivity of the labor. Tools used for the practice of Lean are oriented to visualization. and all at one the result of sewing line layout and daily production target made by IE department based on data records taken and count . Making sure that products are produced on time and are of good quality. and include tools like Microsoft Visio Maintenance Prevention – designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary. 5. 5. Goes with 5S well. Ensuring that the production is cost effective. Many garment businessman called this area as they money maker because in this area the garment product is made become a finish good. 2. 14. smooth operation of equipment.
this will caused a bottle neck. This is disturb production flow process. After the article down on the sewing line. usually from quality. Familiar with GSD method in the production floor. Grade the operator for new or existing.based on time study. . Also in additional we have to put some operators who have high skills to replace if any operator absent. 4. material. engineering specifications. operators target and line balancing problem. Machines layout is very influenced on flow process on production. Expertise of the industrial Engineering activities and run the department smoothly. In this case. all of related department must be ready in quick action to overcome those problems. and utilities. Communicate with management and user personnel to develop production and design standards. Review production schedules. Responsible for production planning of 20 lines woven garments factory. Recommend methods for improving utilization of personnel. Usually the unbalanced of line balancing happen because of mistaken time study or sewing operators not achieve the target. Follow up the production and take necessary action for achievement. labor utilization standards. so that the daily target will be lost. Skilled with Planning & IE for productivity improvement. 3. The most important is good team work and positive thought from all part of the team to avoid blaming each other particularly about production target. procedures. machines setting. regularly control must do especially on the beginning of production because many problems come up in this time. and cost analysis systems to promote efficient staff and facility utilization. Some problems often come in the sewing lines are: Lack or stagnant of pieces of panel or accessories into the sewing line. Develop manufacturing methods. Formulate sampling procedures and designs and develop forms and instructions for recording. and related information to obtain knowledge of manufacturing methods. we can reduce this by motivating then and giving discipline and punishment to all employees. Balance the line to ensure minimum work force. High frequency of absent sewing operators. Record or oversee recording of information to ensure currency of engineering drawings and documentation of production problems. support and motivation from management are necessary in order to maintain good environment and working condition. It can be overcome by maximum control and good planning from all relate department. Usually caused by lack of prevention maintenance from mechanical department and or the operators themselves. Those are some points we have to pay attention more carefully if we intent to increase efficiency and productivity in garment industry. and reporting quality and reliability data. Prepare & check and ensure the layout. If the line balancing of a production process is not balance. Mistaken of sewing machines layout. orders. Unbalance of line balancing. last but not least. evaluating. and activities. Responsible for analyzing the workers performance. especially in sewing area. High frequency of broken machines.
technical and quality issues and attend to solve. Garments break down. Time study. Motion study. SMV calculation. Layout the machine by maintaining proper sequence of operation to ensure best workflow. Line balancing & production target. Monitoring low efficiency workers & educated them. Calculating Non-productive time. Arrange & Design guide feed & folder on time (Pre-Production Attachments). Prepare garments cost & based on CPM. Method study. Calculating Efficiency and Effectiveness. Analyzing Productivity. Sewing Section. Printing Section etc. Prepare layout for the floor for effective utilization of men. Cutting Section. Find out the bottle necks. Related with SAM. 1st line layout re-balance based on actual capacities and as per potential plan. Related with presto analysis chart. thread consumption and prepare layout for new style. Planning. Increase productivity & Efficiency with Quality standards through developing Standard Operating Procedure (SOP). Reducing Defects and Wastage. Any other task assigned by the Management. Working area at Work Study. machine and materials. Job location: Dhaka/ Gazipur/ Shofipur . Job Location : Factory. Maintain supply chain management from material control department to finishing section through the sewing floor.
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