Professional Documents
Culture Documents
Submitted By
AAKANKSHA UPASHAM
MR.T.S PRAKASH
May, 2016
ABSTRACT
For any industry the production and quality management or wastages reductions have major
impingement on overall factory economy. This work discusses the quality improvement of
garment industry by applying tools such as checklist, cause and effect diagram and control
charts. The main purpose of the work is to reduce the defects, which will also minimize the
rejection and reworks rate .This work provides the guidelines for the betterment and control
of wastes in garment industry by using various quality tools, these tools are introduced and
implemented in the Company. Providing framework to identify, quantify and eliminate defect
sources by which the defects are determined. Along with that the corrective actions are
performed, and the defective percentage is compared before and after. The study also
improves the process performance of the critical operational processes. The outcome of this
observation reflected that an industry may gain higher productivity and profitability with
improved quality product by minimizing reworks activities. It also minimizes cost and
Key words: Reworks, Checklist, Data analysis, Cause and effect diagram, Control chart,
2
CERTIFICATE
This is to certify that this Project Report titled “Minimizing defects in the sewing department
conducted under the guidance of Mr. T.S Prakash towards partial fulfilment of the
Production), of the National Institute of Fashion Technology, Mumbai. No part of this work
has been copied from any other source. Material, wherever borrowed has been duly
acknowledged.
Signature of Author/Researchers
Signature of Guide
3
ACKNOWLEDGEMENT
This internship would have been incomplete without the constant support of many people. So
we would like to take this opportunity to express our gratitude towards all of them.
I would like to thank my industry mentor, Mr. Munawwar Tamankar for his sincere
My sincere thanks to my college mentor Mr. T.S Prakash who continuously helped me and
Moreover, I would like to thank Mr. Ashwin Shetty , CEO, XYZ company, for letting me
My gratitude would also go to the faculty of NIFT Mumbai who has helped me in learning
the basics apparel production and especially to Mrs. Kavita Pathare - CC DFT for guiding
4
LIST OF TABLES
LIST OF FIGURES
5
Figure 5.14: Cause and effect diagram-Open seam.........................................................38
6
CONTENTS
1.INTRODUCTION ............................................................................................................................... 9
2. OBJECTIVE ..................................................................................................................................... 10
4. METHODOLOGY ........................................................................................................................... 22
7
5.3.4 LOOSE/SKIP STITCH .............................................................................................................. 47
6. FINDING .......................................................................................................................................... 56
7. CONCLUSION ................................................................................................................................. 56
8. SCOPE .............................................................................................................................................. 56
9. REFERENCE.................................................................................................................................... 57
11. APPENDICES
Appendix I
Appendix II
Appendix III
Appendix IV
Appendix V
Appendix VI
Appendix VII
8
1. INTRODUCTION
The change seen in global economic condition is rapid, generally in an industry more focus is
given on profit margin, customer demand for high quality product and improved productivity.
In garment manufacturing, it is usual few rejected garments after shipment. Reason, most of
the manufacturers believe that garments are soft goods and non-repairable defect may occur
due to low quality raw materials or faulty process or employee casual behaviour.
However, factory must have check points to control over this issue. There is no ready-made
solution that can reduce rejection percentage overnight. Each order is unique. We see a lot of
rejected garment after shipment. Most of the organization termed these garments as rejected
because those garments can’t be repaired by any means. Reworks in the garments industry is
a common works that hampers the smooth production rate and focus poor quality products
issue for poor quality product and low production rate. Reworks are the non -productive
activities focusing on any activity that customer are not willing to pay for. Non-productive
activities describe that the customer does not consider as adding value to his product. When
the study was taken place initial defect rate was counted as high as 53.84% By reacting
quicker in minimization of reworks to make a product as per customer demand with expected
quality, the company can invest less money and more costs savings .So to reduce these re-
works and increase productivity of garment a data collection of re-works needs to be done by
Studying about data and analysing its cause effects may lead to the future control of defects.
9
2. OBJECTIVE
To identify and minimize the defects in the sewing department, thereby leading to quality
improvement.
2.1 Sub-Objective
10
3. REVIEW OF LITERATURE
Case study- 1
One of the key processes performed in organizations is to minimize the re-works and increase
productivity of the sewing line. This review will include the process of reducing the re-works
or alteration happening in the various departments of garment industry. After that, some of
the popular methodologies and approaches are discussed. The current literature published by
Md. Mazedul Islam, Adnan Maroof Khan Md.Mashiur Rahman Khan, January 2013 gives
great emphasis to the importance of decreasing the amount of rework, which meets the
Generally in an industry more focus is given on profit margin, customer demand for high
quality product and improved productivity. In garment manufacturing, it is usual few rejected
garments after shipment. However, factory must have check points to control over this issue.
There is no ready-made solution that can reduce rejection percentage overnight. In this
review works suggest how to handle this issue and bring down rejection rate to minimum. We
see a lot of rejected garment after shipment. Most of the organization termed these garments
as rejected because those garments can’t be repaired by any means. Reworks in the garments
industry is a common works that hampers the smooth production rate and focus poor quality
quality and productivity improvement. Rework is a vital issue for poor quality product and
low production rate.. Non-productive activities like this describe that the customer does not
make a product as per customer demand with expected quality, the company can invest less
11
Thus the review deals with an application of methodology in an industry which provides a
to optimize the operation variables, improve and sustain process performance with well-
executed control plans. The application of this paper improves the process performance of the
critical operational process, leading to better utilization of resources, decreases variations &
maintains consistent quality of the process output. The outcome of this review reflected that
an industry may gain higher productivity and profitability with improved quality product by
minimizing reworks activities. It also minimizes cost and improves internal throughput time.
Case study-2
Quality improvement of the product is the key to keep the garment sector on the track of
global competition. At this critical point, manufacturers should give top priority to reduce
defects in their products and become competitive. As the world financial situation is changing
quickly, industries are now giving more focus on customer demand for superior quality
A study by M.M. Islam and A.M. Khan shows that rejected garments after shipment is very
usual in the garment manufacturing industries in Bangladesh and this problem greatly
Dr. Sikorski emphasis that in order to achieve the overall objective in minimizing defects
and rejection of finished products it is required to set up document and maintain a system
12
Considering the reasons in the review published by Uddin S.M. and Rahman C.M.L this
study makes an attempt to explore the use of DMAIC (define, measure, analyze, improve and
control) methodology of six sigma in a selected garment factory to minimize the defect
percentage. DMAIC methodology of six sigma is a problem solving method where six sigma
tools are used to analyze the process data and finally the root causes behind the defects
Six sigma is a quality improvement process of final product by reducing the defects,
minimizing the variation and improving capability in the manufacturing process. A study by
Antony indicates six sigma, as a more superior level of quality which will definitely
implemented in those organizations that are devoted to business excellence after QMS
certification. It is a set of course of action foundation on statistical process control (SPC) that
hence raise competitiveness. Different six sigma tools were used in different phases. Pareto
analysis was done to identify the major types of defects. Root causes of those defects were
detected by cause and effect analysis. Six sigma initiated from the terms associated with
Concerning this matter, the present study explores the use of DMAIC methodology of six
sigma to minimize the defect rate in a selected garment factory. This is a systematic approach
towards defects minimization through five phases of DMAIC methodology named define,
measure, analyze, improve and control. Finally some potential solutions are suggested to
overcome those causes. The result found after implementation of the solutions is very
significant. The defect percentage has been reduced from 12.61 to 7.7 and consequently the
13
Case study-3
improvement can play a vital role for improving productivity as well as economic
development for the country. This review published by Tanvir Ahmed, Raj Narayan
Acharjee, MD.Abdur Rahim, Noman Sikder, Taslima Akther, Mohd. Rifat Khan,
Cause-Effect Diagram.
The aim of this study is to minimize defects that will reduce rework and rejection rate
At present the success of the Readymade Garments sector highly depends on several factors
such as manufacturing lead time, quality of product, production cost etc. These factors are
hampered due to various defects in the products. These defects can be repairable that leads to
common work that hampers the smooth production rate and focus poor quality products
and productivity improvement. Rework is a vital issue for poor quality product and low
production rate. Reworks are the non-productive activities focusing on any activity that
customer are not willing to pay for. Non-productive activities describe that the customer does
not consider as adding value to his product. An application of pareto analysis and cause-
effect diagram for minimizing defect percentage in sewing section. By reacting quicker in
minimization of reworks to make a product as per customer demand with expected quality,
the company can invest less money and more costs savings. Whereas rejection causes waste
and deceases resource efficiency. In this review four months defect data has been collected
14
From the analysis top defect positions are identified where 78.56% defects occur. On those
top positions further Pareto Analysis is performed to identify the top defect types. That
resulted in total 115 concerning areas where 71.40% defects occur, which should be the
major concerning areas to reduce defect percentage. So hierarchies of causes for individual
defect types are organized and Cause-Effect Diagrams are constructed for those defect types.
Case study-4
Dalgobind Mahto in this paper, it gives details of root cause analysis methods and
is very risk in identifying problem in multistage operation. In this paper, root cause analysis
was adopted to reduce the defect rate in cutting operation in CNC machines. This study dives
detail structure to solve human related problem in manufacturing process. This study gives an
idea for stakeholders to promote effective and better solution all time.
Tanvir Ahamad this paper presents on use of Pareto chart and cause and effect diagram in
analysing the defect caused in garment industry. This papers aims at reducing the defect rate
caused while stitching clothes. Using these methods it was identified about 80% defect rate in
process of stitching. The top five defects was identified and analysed. Using cause and
eff22ect diagram causes and effect are constructed. The study provided suggestion to reduce
the defect rate. Thus this papers gives idea of how effectively minimizing the rework and
defect rate.
A.L. Moe and A.B Abu in this paper, it uses the six sigma approach in defect reducing in
automobile industry. The six sigma processes like define, analysis, measure, improve and
15
control are applied. This study includes tools like quality management tools such as Pareto
analysis, data analysis, cause and effect diagram and design of experiments. This study aims
at finding out the root cause to problem and providing solution .This paper highlighted the
cause foe product rejection rate. This paper aims at reducing rejection rate from 38% to 13%.
Md .Mazidhul Ibram this research highlights on use of quality tool in minimizing the
rework in apparel industry. This paper gives idea of quality and productivity improvement in
apparel industry. The methods helps to provide the framework in indentify the defect and
analyse. It helps to reduce the defect rate. This paper gives the idea of application of process
performance of critical process which leads to proper utilization of machines and time. The
paper aims at improve the productivity by minimizing cost and internal throughput time.
Case study -5
Pratima Mishra and Rajiv Kumar Sharma in their study proposed a hybrid framework
(suppliers, inputs, process, output and customers define measure, analyze, improve and
dimensions in a supply chain (SC) network. Although process dimensions related to SCM are
critical to organization competitiveness, research so far has tended to focus on supply chain
operations and reference model, balanced scorecard, total quality management, activity-based
costing, just in time, etc., but in literature hardly any description of the SIPOCDMAIC model
to improve SCM process performance is provided. The use of statistics in DMAIC provides
better insight into the process performance, and process control. Based upon the critical
review of literature, process dimensions (average outgoing quality limit (AOQL), average
16
outgoing quality (AOQ), process Z, defect per million opportunity) critical to SCM
A framework consisting of three phases, i.e., design, implementation and results has been
makes use of SIPOC model and Six Sigma DMAIC methodology. It was observed from the
results that selection of appropriate strategies for improving process performance based upon
experiences and use of statistical tools by cross functional teams with an effective
coordination, guarantees success. Metrics such as AOQL shows the maximum worst possible
defective or defect rate for the AOQ. Process Z helps to know about sigma capability of the
process.
Chethan Kumar .C.S, N.V.R Naidu, K.Ravindranath illustrated the importance of using
the lean principles to eliminate non value added wastes in garment industry.
Ploytip Jirasukprasert used six sigma and DMAIC application for the reduction of defects
in a manufacturing process.
The review provides the guidelines for the betterment and control of wastes in garment
industry for shorts and pants by using six sigma methodology. By DMAIC methodology
major factor for the defects are determined, along with that the corrective actions are
performed, and the defective % is compared before and after the implementation of corrective
actions, where the sigma level has been increased from 2.8 to 3.38.
17
DHU (defects per hundred units)
In garment production processes, quality checking stations are set for stopping defects at the
source and stopping defective garment passing to the following processes. Normally,
checking is done for raw materials, partially stitched garments, stitched garments and finished
garments by quality checkers. In checking, quality checker detects defects in garments and
separate defective garments from good pieces. Where there is established quality system,
quality checker records total number of defects found in the garments checked by her/him in
a day and also she/he records the number of defective garments where those defects are
found. Quality checking records are summarized and result is presented in DHU.
Illustration: Assume that a finishing checker checked 250 garments in a day. Checker found
=35*100/250
= 14
18
Tools:
The defects which are occurred at the production process in the apparel factory, affect quality
of the product and productivity of the factory and also they increase the cost of production.
For quality improvement and decreasing the cost of production, it is necessary to avoid poor
quality. In this research, it is examined to decrease the sewing defects by using quality
Checklist
The frequencies of sewing defects in the operations at the sewing department are determined
by check list.
Data analysis
The operations which have highest sewing defect rates and the effects of these operations to
The reasons of the defects are analyzed with the cause-effect diagram for the operation which
19
Control Charts
The rate of defect in the sewing department is examined statistically by control chart whether
Control chart was introduced by Walter .A. Shewhart .The control chart is a graph used to
study how a process changes over time. Data are plotted in time order. A control chart always
has a central line for the average, an upper line for the upper control limit (UCL) and a lower
line for the lower control limit (LCL). These lines are determined from historical data. By
comparing current data to these lines, you can draw conclusions about whether the process
causes of variation). Control charts for variable data are used in pairs. The top chart monitors
the average, or the centring of the distribution of data from the process. The bottom chart
monitors the range, or the width of the distribution. If data were shots in target practice, the
average is where the shots are clustering, and the range is how tightly they are clustered.
researched and studied by Ismail M.B.M and Velnampy T. Quality control is a process by
which entities review the quality of all factors involved in production. Statistical process
control (SPC) is the application of statistical methods to the monitoring and control of a
process to ensure that it operates at its full potential to produce conforming product. Attribute
control chart is one type of the control chart. This research aims at knowing numbers of
20
determining 3 sigma levels for Oluvil Brick Manufactory. Oluvil Brick Manufactory is taken
a case study. This research is approached by analytical model of graphs i.e. attribute control
chart and mathematical equations such as Upper Control Limit (UCL) and Lower Control
Limit (LCL) for quality control. This research is based on both exploratory design and
defectives are removed there can be zero-defective in Oluvil Brick Manufactory. Divisional
Secretariat of Addalaichenai can recover its sales of bricks lost in past. This research adds
value due to first time application of np chart among Brick Industry Clusters (BIC) in
NP chart
NP charts are used to monitor the number of nonconforming units of a process based on samples
taken from the process at given times (hours, shifts, days, weeks, months, etc.). Typically, an initial
series of samples is used to estimate the average number of nonconforming units per sample. The
estimated average is then used to produce control limits for the number of nonconforming units.
During this initial phase, the process should be in control. If points are out-of-control during the initial
(estimation) phase, the assignable cause should be determined and the sample should be removed
from estimation. Once the control limits have been established for the NP chart, these limits may be
used to monitor the number nonconforming going forward. When a point is outside these established
control limits it indicates that the number of nonconforming units of the process is out-of-control. An
assignable cause is suspected whenever the control chart indicates an out-of-control process.
21
4. METHODOLOGY
the Initial method followed was SWOT analysis to recognise the strengths, weakness,
Strength:
Meetings are arranged, when new methods are formulated with the concerned people
in the line.
Weakness:
Opportunity:
22
Threat:
Immediately threaten to leave job if anything against their comfort zone taken place.
4.2 Checklist
Collecting defect data for the ongoing style to understand the defect rate.
Analyse the data and suggest solutions for the defect that has high rate
23
Following is the format utilized initially to calculate defect percentage of each day
Table 4.1
Data analysis consist the percentage of defects produced by each style and their
percentage defect
24
Taking the average of last 3 days of all style and comparing data with the style when
For more accurate date a new format was created. The format was revised as earlier format
did give the percentage of defects but the root cause i.e. which part of garment has more
defects and whether they are major defects or minor defects were not specified. So, to
Data collected are then transformed into graph as per styles and their rate of defects
Data are also divided into their garment categories which specify major positions of
defects in garment.
Defect positions also give the zones in which defect falls which stated which are more
visible defects
Late, DHU is grouped as per the highest defect rate to lowest defect rate
25
4.4. Cause and effect diagram.
When the defects are known, DHU of more than 1 are stated in cause and effect
diagram
Brainstorm the major categories of causes of the problem. If this is difficult use
generic headings:
o Methods
o Machines
o Man
o Materials
Brainstorm all the possible causes of the problem. Causes can be written in several
26
4.5. Control charts
The use of attribute control charts arises when items are compared with some standard and
then are classified as to whether they meet that standard or not. The Np control chart is used
to determine if the rate of nonconforming product is stable, and will detect when a deviation
from stability has occurred. There are those who argue that there should only be an Upper
Control Limit (UCL), and not a Lower Control Limit (LCL) since rates of nonconforming
product outside the LCL is actually a good thing. However, if we treat the LCL violations as
another search for an assignable cause, we could learn where lower nonconformity rates lie
Np chart is used when the size of the subgroup (N) is constant, and a P chart is used when it
is not constant.
27
4.5.1 Steps to create np chart
1. Collect the data recording the number inspected (N) and the number of defective
products (Np). Divide the data into subgroups. Usually, the data is grouped by date or
by lot numbers.
2. Record the number of defectives on a chart or spreadsheet, along with the subgroup
size.
3. Record the number of defectives for each subgroup and record on the data sheet. Then
Use the following formula to determine your Pbar, (P) and to determine the percentage
defective:
NP = number of defectives = Np = P
28
Central line(CL) CL=NP (%)
5. Draw in the Control Limits and plot the number of defective parts listed in our
chart above. Connect the dots and observe the chart to determine if there are any
29
5. RESULTS AND ANALYSIS
5.1. Checklist
For our research work we have collected three months defect data starting from January 2016
to April 2016. The data has been taken from one production line of sewing section from the
export section during the production. Among the defect types, majorly the of open seam
occurred. Similarly other defect types are also counted together. Number of defects of line are
Following is the graph formed by the results of checklist for style BS112564
30
Style:1
Percentage of defects
53.84
46.38
39.25 41.62
38.9 36.9
32.36 33.75 32.76
29.63 30.4 27.56 27.39
26.23 24.76 25.48
19.8
1 2 3 4 5 6 8 9 10 11 12 13 15 16 17 18 19
Figure: 5.1
The graph represents reworks data in a percentage format. The above data is for long sleeve
ladies blouse. Initial data shows that the re-works data are high as 53.84% .Later the
Following is the graph formed by the results of checklist for style BS112565.Style is same as
31
Style:2
Percentage of defects
39.72
37.55
27.01 25.59
24.02 22.55
21.84 21.64 22.2 21.02
19.69 18.53 18.29
16.03 17.12
20 22 23 24 25 26 27 29 1 2 3 4 5 7 8
Figure 5.2
The graph represents reworks data in a percentage format. The above data is for long sleeve
ladies blouse (repeat style). Initial data shows that the re-works data are high as 39.72%
.Later the percentage reduced to 17.12% making the difference of about 22%.Here we can
conclude that both style are same and has same number of order quantity. But Style 1 took 17
This concludes that reducing the number of alteration results in the increase of productivity
32
Following is the graph formed by the results of checklist for style BS113656.This style too is
Percentage of defects
Percentage of defects
35.6 29.9
30.09 29.12 23.83
26.38 20.63 22.9 19.96 24.6 18.28
23.77 20.3 18.88 15.53 14.12
20.66 17.83 20.74
19.83 20.13 18.24 19.47
17.46 15.05
15.1
10 11 12 14 15 16 17 18 19 21 22 23 25 26 28 29 30 31 1 2 4 5 6 7 8 9
Figure 5.3
The graph represents reworks data in a percentage format. The above data is for long sleeve
ladies blouse Initial data shows that the re-works data are 35.72% .Later the percentage
From the above 3 style we conclude that the defect rate went down from 53.84 to 15.05
For more precise data analysis we include the data of ongoing style before applying format of
month of January. By taking calculating the average of all 4 styles by their last 3 days
33
5.2.1. Major and Minor defects:
Major defects are less compare to minor defects .Minor defect comprises of about 95% of
Now, calculating the difference between the style before the study and the styles that was
Percentage of defects
38.1
34.22
33.86
Figure 5.4
The above data is collected from last 3 days for style which was already in line before project
starts.
34
Following data are from last 3 days of style for which defect data has been studied with
applied changes. The data are from the month of Feb to March
16.0
14.1
3
2
17 18 19 5 7 8 7 8 9
35
STYLE: 1
DHU: 32.23
Calculating DHU for each defect with respect to total number of defects
Style 1
DHU
35.23
13.77
10.74
5.86 5.34 5.21 4.91 4.36 4 3.61 3.38 2.89
0.61 0.13
Figure 5.8
36
STYLE: 2
DHU: 22.11
Calculating DHU for each defect with respect to total number of defects
Style-2
DHU
59.94
8.49 7.26 6.12 5.55 4.08 3.89 2.94 0.71 0.37 0.33 0.23 0.04
Figure 5.9
37
STYLE 3:
DHU: 20.6
Calculating DHU for each defect with respect to total number of defects
Style-3
DHU
37.76
13.93
10.96 9.67 8.96 7.86
3.22 2.03 1.74 1.25 0.9 0.83 0.83
Figure 5.10
From the above graphs it can be concluded that the highest occurring defect in every style is
open seam
38
To quantify the DHU, total numbers of DHU in per style are compared.
DHU
DHU
32.23
22.11
20.6
Figure 5.11
From the above data it can be concluded that defects per hundred units (DHU) are reduced
from 32.23 to 20.6. Difference of Style and style 2 is 10.12 i.e. the line increased its quality to
10 %.
In same manner difference between style 2 and style 3 is 1.5 i.e. the line increased its quality
further by 1.5%.
39
To quantify the major occurring defects in various parts of garments, garment section was
created to get the prominent data of defects occurred. Dividing the sections is standard,
Garment Section
Defect rate
1842
739
467
356 378
211
Upper front Upper back Shoulder Lower front Lower back Under arm
Figure 5.12
The above data conclude that the amount of defects occurred in upper front is almost half of
total number of defects which is 3993.The defects that majorly occurred in this area are open
Second highest number of defects occurred are in are in lower front which includes defects
40
By above categories we can calculate the defects in each zone thus concluding that the
Zones
Defects
2665
1328
A B
Figure 5.13
The above graph concludes that zone A has the maximum defects, Zone A are the part of
41
5.3 Cause and effect diagram
Cause and effect diagram are to analyse the reason of the major occurring defects
MAN MACHINE
Lack of skill
OPEN SEAM
Incorrect threading
Weak thread
Stitching method not standardise
METHOD MATERIAL
42
Provided solutions:
Causes Solutions
Open seam of piping As the operator was not skilled for that
kept.
Faulty fee dog Feed dog and hook set timing should be
checked periodically
43
5.3.2 TWISTED ALLOWANCE
MAN MACHINE
TWISTED
ALLOWANCE
METHOD MATERIAL
Provided solution:
Causes Solutions
In order to produce more, garment tampered Incentives were suggested for morale
44
5.3.3 BROKEN STITCH
MAN MACHINE
Tension high
Fabric holding too tight
METHOD
MATERIAL
Provided solution:
Causes Solutions
Fabric holding too tight Before the style starts concerned person will
45
operator
by line supervisor
much
well judged
46
5.3.4 LOOSE/SKIP STITCH
MAN MACHINE
LOOSE /SKIP
STITCH
METHOD MATERIAL
Provided solution:
Causes Solutions
is been handles
Needle worn out New needle has to be replaced and furte keep
47
5.3.5 PIPING WAVY
MACHINE
MAN
Unskilled operator
PIPING
WAVY
Incorrect pressure of
presser foot Folder used not appropriate
METHOD MATERIAL
Provided solution:
Causes Solutions
Folder used not proper As the folder was slightly tilted new folder
48
was need to be attached
49
5.3.6 LABELS
MAN
MACHINE
LABELS
METHOD MATERIAL
50
5.3.7 PUCKERING
MAN MACHINE
Tension high
One of the two panels stretched
PUCKERING
METHOD MATERIAL
Provided solution:
Causes Solutions
Both ply’s not similar Lot has to stopped there and both ply’s
51
Rusty eyelids and thread guides Feed dog, eyelets and thread guides should
well judged
Operator training
52
5.4. Control charts
Control charts are utilized to observe the control limits. Here percentages of defects are
shown.
Lower controls (LCL) are same for all style but upper control limit (UCL) varies from style
to style.
60
50
40
30
20
10
0
0 2 4 6 8 10 12 14 16 18 20
53
Control chart for style 2 :
45
40
35
30
25
20
15
10
5
0
0 2 4 6 8 10 12 14 16
54
Control chart for style 3 :
40
35
30
25
20
15
10
5
0
0 5 10 15 20 25 30
55
Observations from control chart
With each style highest control limit was narrowed. Final style shows highest control limit as
6. FINDING
7. CONCLUSION
Reduced rejections and reworks and Improvement in quality through inline quality
check.
8. SCOPE
Increased productivity and reduction in lead time and cost reduction and increased
profit
56
9. REFERENCE
M., Islam, A., Khan, & M., Khan. (2013). Minimization of reworks in quality and
apparel industry.pdf
What is DHU? How to measure DHU? (n.d.). Retrieved February 16, 2016,
From http://www.onlineclothingstudy.com/2013/10/what-is-dhu-how-to-measure-
dhu.html
N. Yusof, T. Sabir, & J., McLoughlin. (2015). Quality approaches for mass-produced
from http://waset.org/publications/10002833/quality-approaches-for-mass-produced-
Fashion-a-study-in-malaysian-garment-manufacturing
from http://thequalityweb.com/npcontrol.html
cdn.com/wp-content/themes/ncss/pdf/Procedures/NCSS/NP_Charts.pdf
57
When to use an attribute chart, Quality America Inc. (n.d.). Retrieved March, 2016,
from, http://qualityamerica.com/LSS-Knowledge
Center/statisticalprocesscontrol/when_to_use_an_attribute_chart.php
M., Ismail, & T., Velnampy. (2013, September). Application of Attribute Quality
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