LEAN SIX SIGMA

GREEN BELT
PROJECT REPORT

Reduce DHU by eliminating oil spots from top 10 Faults in Unit

#201 at Beacon Impex

Hira Khan
Asst. Manager Marketing
Beacon Impex
Faisalabad, Pakistan

Organized By

Kaizen Quest Institute of Professional Development (KQIPD )

Mureed Abbas
30-08-2019
 BRIEF SUMMARY

Mass production of garments after globalization made apparel industries to face huge
competition to capture new customers and orders, as the customer is getting quotation
around the globe. Those apparel industries which don’t meet the customer requirement/cost
have to shut down their setups. Quality products with in time delivery having low cost are the
demands of customers.

In this study, the quality of the finished garment of a knit factory was observed for the period
of 6 months. The Frequencies of different faults on garments were analyzed. According to the
Pareto chart, it was found that 61.08% of the defects were caused by only 4 types of defects
i.e. oil spots, broken stitch, un-cut thread, and open seam among 10 top defects. In this
project we studied only oil spots as it has highest percentage, analyzed its root cause as well as
improvement technique.

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Table of Contents
Define Phase ........................................................................................................................................................................... 3
Project Charter………………………………………………………………………………………………………………………………………………………………4
Business Case:- .................................................................................................................................................................... 4
Project Objective:................................................................................................................................................................ 4
Primary Matrices: ................................................................................................................................................................ 5
Reduce cost of poor quality ................................................................................................................................................ 5
Project Team: ...................................................................................................................................................................... 5
Project Schedule: Gantt chart for Project ........................................................................................................................... 5
Project Communication Plan: ............................................................................................................................................. 5
Measure Phase...................................................................................................................................................................... 14
Data Collection Plan .......................................................................................................................................................... 14
Attribute Agreement Analysis (MSA) ................................................................................................................................ 15
Performance Metrix .......................................................................................................................................................... 17
Box Plot: ............................................................................................................................................................................ 18
Capability Test: .................................................................................................................................................................. 19
Analyze Phase: ...................................................................................................................................................................... 21
WHY-WHY Analysis ........................................................................................................................................................... 22
Cause & Effect Diagram based on 5M:- ............................................................................................................................ 22
Why-Why Analysis of high defect rate:............................................................................................................................. 23
Cause & Effect Matrix: ...................................................................................................................................................... 25
Conclusion:-....................................................................................................................................................................... 25
Improve Phase: ..................................................................................................................................................................... 28
Brainstorming: .................................................................................................................................................................. 28
Barrier Chart:..................................................................................................................................................................... 29
Solution Matrix: ................................................................................................................................................................ 30
Short term solutions: ........................................................................................................................................................ 30
Long term corrective action plans: ................................................................................................................................... 31
Implementation: ............................................................................................................................................................... 31
Testing of Hypothesis:....................................................................................................................................................... 34
Control Phase: ....................................................................................................................................................................... 36
U-Chart: ................................................................................................................................................................................. 36
Control Plan:.......................................................................................................................................................................... 38
Conclusion: ............................................................................................................................................................................ 38

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 Project Charter

Application of Six
Sigma DMAIC
Methodology
Define Phase
Process Flow
Diagram

SIPOC Diagram

Page | 3
Project Charter

Minimization of Defect %age by eliminating oil

Project Title spots from top 10 Faults in Unit #201 at Beacon
Impex

Problem Statement:-
To decrease the percentage of defect to lowest level and thereby to reduce production cost,
increase quality and productivity.

Business Case:-
During the last 06 months data, the average defect rate was Unit #201 was 18%. This high rate
results in re-work; labor overtime thus increasing overheads cost as well as affects the quality
of garment and on time delivery. The successful project will bring financial saving of 2.5 Million
PKR per Annum to company.

Project Objective:
The objective of project is to reduce oil spots percentage from 15% to 5% by the end of
July 30, 2019 with assistance of QC and unit manager.

Project Scope is:

Production Unit# 201, starting from Stitching line to finishing.

Project Scope Is Not:

Faults other than oil spots are excluded i.e. broken stitches, skip, improper seams etc.

Deliverables:
 Number of defective reduction.
 Follow up of implementation and improvements. Continuous monitoring and feedback.
 Reduce order delay time.
 Reduce rework process.

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  Customer satisfaction through quality product delivery.

Primary Matrices:
Reduce oil spots percentage

Secondary Matrices:
Reduce cost of poor quality

Project Team:

Champion Mr. Asif Zafar GM production

Team Leader Hira Khan
Project Team Sr. Manager (Operations)
Team Sr. Manager (Quality)
Members Flow Supervisors (Production + Q.C)
Unit Mechanic

Project Schedule: Gantt chart for Project

30-04-19

01-05-19
15-03-19

16-03-19

31-05-19

01-06-19

31-07-19

01-07-19

30-08-19
1-03-19

To

To

To

To

Tasks To
Define
Measure
Analyze
Improve
Control
Project Communication Plan:
We decided that all team members will have a meeting on weekly basis. In any hazardous
situation all team members will directly report to champion along with team leader.

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Application of Six Sigma DMAIC Methodology:
The purpose of this phase is to define the problem & the process that needs to be improved to
get higher sigma level. There are different six sigma tools are available for define phase. Below
are the some tools that were applied to understand the experience of high volume of
rejections of their products owing to defects.
Data sheets were collected for garment (boxers) for the duration of six months. The data had
been taken by the end line quality inspectors from unit# 201. A total of 93600 boxers were
checked and 13435 pieces were found defective.

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Unit Wise comparison of average defect %age:
On the base of 6 months data Observed defect rate unit wise and identified that unit#201 has
highest percentage of defects which is 14% that causes shipment failures, as shown in graph:

Unitwise comparison of average defect %age(Based on 6 Months data)

14

12

10
Defect %

0
211 203 202 204 201
Unit Number

Analysis of top ten defects:

Pareto Analysis:
In case of quality control, the identification of these major causes allows determining
directions of actions that may very effectively contribute to the improvement of processes.
We have performed our Pareto Analysis based 6 months combined defect data of the Boxers
for top ten defects. Data was taken from QA dept. as shown in below format.

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On the base of above data we performed Pareto Analysis to check the defects frequency. The
analysis is shown as below.

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Here horizontal axis represents different types of defect, the Primary vertical axis at left side
represents defect frequency and secondary vertical axis at right side represents cumulative
defect percentage. According to the Pareto analysis, major defects in the finished garments
were the oil spots, broken stitch, un-cut thread, and open seam among 10 top defects. As oil
spot percentage has highest contribution and as per discussion with auditors we found that
most of the inspections get fail due to oil spots.

Time Series Plot:

The goal of time series analysis is to find patterns in the data and use the data for predictions
and to see the trend. A trend is a long-term increase or decrease in the data values. The
following time series plot shows a clear upward trend of oil spot percentage for Unit# 201.
Here horizontal axis represents months for which trend is seen, the vertical axis at left side
represents defect percentage.

Month wise analysis

16

15
Oil Spots(%)

14

13

12
Oct Nov Dec Jan Feb Mar
Month

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Here horizontal axis represents months for which trend is seen, the vertical axis at left side
represents defect percentage. From above graph we can see that in the month of November &
March there is highest %age of oil spots.

Process Flow Diagram:

Macro Process:
Below is the macro process level of input to output.

Receive processed lots Fabric cutting Finished Garments as

Start from mills as input process
Sewing Process Finisng Process
output End

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Below is detailed cross-sectional process flow diagram of sewing line from sewing to shipment.

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SIPOC Diagram
In SIPOC diagram you identified the involvement of all variables which are participating in the
process you are investigating. Below is the SIPOC diagram of Sewing to Store Process line.
Where we mentioned each element and its variables

SIPOC DIAGRAM OF GARMENTS MANUFACURING PROCESS

SUPPLIER INPUT PROCESS OUTPUT CUSTOMER
Mills Cut Parts Fabric Inspection Boxers Puma
Juki,Singer,Groz Beckert Machinery Spreading Brief Head
JP Coats, Klash Thread Laying Trunk Levi's
PPC Needles, Folders Cutting Hipster
Town Crier Zippers Bundling & Ticketing Crew neck/V-neck
Trim Crafts Labels Sewing
Machine Shop Embellishments Finishing
Training Center Labor Packing
Inspection
Shipment

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 Data Collection Plan

Attribute Agreement
Analysis(MSA)

Measure Phase Performance Metrix

Box Plot

Process Capability
Analysis

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Introduction to Measure Phase

At this phase following parameters were checked.

1. Percentage of defects, existing DPMO (Defect per Million Opportunity) and Sigma Level of
the selected factory were calculated which is indicated in table
2. The frequency of defects of the inspected boxers was also calculated and recorded in table.
3. Pareto Chart was used as a Six Sigma tool here.
4. Box plot analysis was used to see the defect %age among 9 modules.

Data Collection Plan

We collected data of month April to establish the current state or the “baseline” of the process
before making any changes. Data was collected by QA officer. The picture of the data sheet
has been given in below figure.

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Attribute Agreement Analysis (MSA)
To check the credibility of data we also peformed attribute analysis test for inspectors. We
took 50 garments and ask final inspectors to check the garmnets.we performed 3 trials for
each worker and with the help of minitab we check results. The findings are shown in below
figures.

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 Attribute Agreement Analysis for Appraisal results
Accuracy Report
All graphs show 95% confidence intervals for accuracy rates.
Intervals that do not overlap are likely to be different.

% by Appraiser % by Appraiser and Standard

Pass
Zafar

Zafar
Ikram

Amara
Ikram

50 60 70 80 90

% by Standard
Amara
Pass

Fail Fail

50 60 70 80 90
Zafar
% by Trial

1
Ikram

2 Amara

50 60 70 80 90 50 60 70 80 90

Attribute Agreement Analysis for Appraisal results

Misclassification Report
Overall Error Rate = 21.0%
Most Frequently Misclassified Items
% Pass rated Fail % Fail rated Pass

Item 9 Item 3

Item 44 Item 27

Item 29 Item 5

Item 40 Item 21

Item 48 Item 24

0 15 30 45 60 0 15 30 45 60

Appraiser Misclassification Rates

% Pass rated Fail % Fail rated Pass % Rated both ways

Zafar Zafar Zafar

Ikram Ikram Ikram

Amara Amara Amara

0 20 40 0 20 40 0 20 40

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 Attribute Agreement Analysis for Appraisal results
Report Card
Check Status Description
Mix of It is good practice to have a fairly balanced mix of Pass and Fail items. Your data shows that you have 54% Pass items and
Items i 46% Fail items. If you have a small percentage of items of one type, you reduce your ability to assess how well the appraisers
rate that type of item.

Accuracy The accuracy and error rates are calculated across all appraisals. Suppose you test 50 items, 25 Good and 25 Bad, and 3
and Error i appraisers test each item 2 times.
Rates
To calculate the accuracy and error rates, you need to determine the total number of appraisals:
• Overall accuracy and error rates: (50 items x 3 appraisers x 2 trials) = 300 appraisals
• Good items rated as Bad: (25 items x 3 appraisers x 2 trials) = 150 appraisals
• Bad items rated as Good: (25 items x 3 appraisers x 2 trials) = 150 appraisals
• Items rated both ways: (50 items x 3 appraisers) = 150 appraisals

Overall % Accuracy: If 240 appraisals match the standard, the accuracy rate is:
(240/300) x 100 = 80%

Overall Error Rate: If 60 appraisals do not match the standard, the error rate is:
(60/300) x 100 = 20%

Good rated Bad: If appraisers rate a Good item as Bad 30 times, the misclassification rate is:
(30/150) x 100 = 20%

Bad rated Good: If appraisers rate a Bad item as Good 15 times, the misclassification rate is:
(15/150) x 100 = 10%

Rated both ways: If appraisers rate 15 items inconsistently across trials, the misclassification rate is:
(15/150) x 100 = 10%

Performance Metrix
After data collection we then measured DPMO and Sigma level of existing process.

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Box Plot:

Below is the box plot of defect rate of oil spots w.r.t modules. In which we can see
that module 1 & 4 has highest frequency of oil spots as compare to other.

Boxplot of Defects
4

3
Defects

0
1 2 3 4 5 6 7
Module

Below is the pivot analysis with respect to day of week. This is clearly showing that at the end
of the week the defect rate is going on high side and after that it is getting its pace back.

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Capability Test:

Poisson capability analyses include a 95% confidence interval for the percentage of
number of defects per unit. Then we perfumed capability test with the help of mini
of Minitab to check the stability of process and visually monitor the defects.
Red points indicate subgroups that fail at least one of the tests for special causes
and are not in control. Out-of-control points indicate that the process may not be
stable and that the results of a capability analysis may not be reliable. So we need
to improve the process to control out of limit defects. We will identify the cause of
out-of-control points and eliminate special-cause variation in analysis phase.

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 Pareto Analysis for Stain
Causes

Cause and Effect

Diagram
Analysis Phase

Why-Why Analysis

Cause & Effect Matrix

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Introduction to Analyze Phase:

In the analyses phase, the data collected in the measure phase is analyzed so that the root
causes of variations in the measurements can be identified and their effects can be
subsequently validated. Objectives of the “Analysis Phase” are:
1. To analyze the collected data
2. To find out the root causes of the problem and seek improvement opportunities.
The collected data was analyzed using Pareto Diagram, why-why analysis and fish bone
diagram as well as cause & effect matrix.

Pareto Analysis for Stain Causes

Oil stain it is caused when the oil falls on to the fabric by various reasons and the appropriate
remedies can be after oiling ensuring the oil does not falls on the fabric as well as proper oiling
several causes such as Packing, Numbering stain, Uncleaned machine, Lack of sop,
Transportation problem, Standardization the detail causes and remedies are stated in the
Why-Why Analysis & fish bone diagram.

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WHY-WHY Analysis

In Why-Why analysis we have to discuss the reason for highest %age of defect in module # 4.
We held a team meeting for this and discussed the practical issue and their every possible
reason. The following is the outcome based on our brainstorming meeting.

Cause & Effect Diagram based on 5M:-

The cause & effect diagram is tool to identify all possible variables or elements which can or
may involve in the problem. In case of defect rate we have to consider all the possible
elements regarding Man, Material, Method, Environment, Machine, Measurements. Here we
brainstorm on the effectiveness of each element in the process.

Above mentioned cause and effect diagram shows all the possible elements. Out of all stain
causes the most critical one from all are lack of stop, poor handling, lack of skill absence of
scheduled maintenance and lack of training. So we have to work on it.
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Why-Why Analysis of high defect rate:

An important component of root cause analysis is a thorough understanding of “what

happened. The information-gathering process includes interviews with staffs and workers who
were directly and indirectly involved with the physical environment where the event and other
relevant processes took place, along with observation of usual work processes. This
information is synthesized into a “final understanding”, which is further used by the team to
begin the “why” portion of the analysis in a logical sequence to find a logical solution to the
problem. It is one of the many brainstorming methodology of asking “why” five times
repeatedly to help in identifying the root cause of a problem.

Category Why? Why? Why? Why? Why? Why?

Stain due Poor lubrication The chemical that The nature of
to came from dying for the process
machines avoiding the neaps
Uncleaned No autonomous High work load Wrong target Wrong
Machine machine maintenance setting time
study
There is no There is no regular
continuous schedule
cleaning
Lack of SOP The ability of The potential or Lack of training Lack of expert
the company knowledge of the
workers on
Method preparing SOP
Transporta Gap between Layout problem Not planning Nature of the
tion department to work
department

Category Why? Why? Why? Why? Why? Why?

standardiza No Work load Need for high For not being

Method
tion sustainability demand from asked
department to
department

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 Oil stain Improper Low motivation Not identifying
due to cleaning after impact on
cutting corrective resource
machines maintenance
No scheduled Lack of spare parts Due to
preventive negligence
maintenance

Man Poor Carelessness Lack of knowledge No Training not started

handling yet
Defects Passed due to
from fabric 4-point system
Inspector error Skill gap and
negligence
Intentionally to
meet delivery
time
Defects Poor handling Lack of awareness
due to on final impact
transportat
Material ion
Damaged Lack of preventive No pallet or shelf There is no
trolley maintenance to keep the demand still
fabric now
No trolley or There is no demand
moving tray in still now
cutting
Defects It is not Covering material is There is no
due to properly not a like a bag demand still
packing covered now
materials

From the Table there can be many reasons behind the problems that arise while sewing and
knowing the cause of these problems and a solution for each particular cause is essential.
These problems can be minimized by avoiding errors during handing of materials and
machines by following the right working methods. The main cause we observed from why-why
analysis is that machine shop didn’t start on job training for machine maintenance so that they
can check the lubrication/leakage before start sewing every day, because from brainstorming
activity we concluded that most of the oil stains occurs due to over lubrication or poor
lubrication as well as operators negligence. So we need to focus on workers capability &

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training to maintain the machines themselves right from the first day when they are
transferred to unit. We need to set standard procedures/make formats on hourly basis so that
worker will be able to check the machine and its maintenance on hourly basis. And operator
performance should be evaluated by maintenance department with assistance of QA & inline
inspectors.

Cause & Effect Matrix:

The Cause and Effect Matrix relates Process Steps to Process Inputs (X's) and correlates the
Inputs to Process Outputs. In a C&E Matrix, Customer Requirements (or Y's) are ranked by
order of importance to the Customer. The Inputs (X's) and Outputs are rated by their
Interaction Impact.

Cause & Effect Matrix

Rating of Importance to Customer 10 10 8
delivery
on-time

Rework
Quality

Sr.# KPIV Total % Rank

1 Operator Negligence 10 10 7 256 39%

2 Machine Lubrication 9 9 5 220 34%
4 Thread Quality 8 3 2 126 19%
3 Cutting Parts/Cutter 3 1 1 48 7%
Total 30 23 15

Conclusion:-
After complete analysis of previous six month data and with the concerns of external auditors
we concluded that inspections of most of the orders from unit# 201 fail due to oil spots.
Operators are not performing at their best in terms to give quality product. There is need of

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evaluation of operators and their on-job training as well. We will improve their methodology
and their pace in improving phase.

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 Brainstorming

Barrier Chart

Solution Matrix
Improve
Phase
Implementation

Process Capability
Analysis

Perfomance Metrix

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Introduction to Improve Phase:
The purpose of the DMAIC Improve phase is to discover a solution to the problem that the task
aims to address. This involves brainstorming potential solutions, selection of solutions to test
and evaluating the results of the implemented Solutions.

Brainstorming:
The Suggested key points lead to improvement were suggested as below:

 To find out the ways to eliminate the root causes.

 Improve fabric inspection process
 Improve garments sewing in-line inspection
 Improve machine maintenance system
 To formulate implementation plan at full extent.
 Introduce zero defect operators
 To calculate the improvement.

General solutions with their corresponding causes are given below:

As a result of measure and analysis performed in the unit, majority of the defects consists of
oil spots. These can originate from material, machine, operator and method.

 In order to remove defects originating from material, it should be taken care of

following processes and material choice should be done accordingly.

 In order to remove defects originating from machine, machine settings should be

followed and importance should be given to machine maintenance. Maintenance should

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 be followed and correct machine should be selected in the beginning. The most
important thing is to select the most suitable ones for the operation.
 In order to remove defects originating from employee, each member taken to the plant
should be passed from training, primarily. If the employee knows his works very well, it
serves to provide possibility to control them well and thus, interlude controls are not
needed. Besides these, mechanic should be trained in such a way so that he can handle
machine appropriately. Since this sector with labor circulation is very intense, depending
one person puts plants in a difficult positon. To prevent this to be happen, it may be
provided that operators work rotationally. Trainings should not be limited to staff
recruitment. In necessary places, intermediate trainings can be organized
 In order to remove defects originating from method, it is important that planning and
organization departments work systematically. Explanation of all details related with
production and packaging such as the process steps of each model, auxiliary materials
needed for that product, accessories to be used shall be disclosed in a clear and
unambiguous manner. Production should not be started before all the maintenance.
However, with the adoption of certain measures, possible defects can be minimized.

Barrier Chart:
Oil spot was the 4th most defects found in finished fabric its contribution to the total defect
was 14.35%. The reason related to Man, Machine, Material & Method are discussed below:

Category Reason
Unskilled and not having much knowledge about
Man control lubricating system.
Eating food during production and not cleaning.
Poor lubricating system.
Machine Leakage in the oil line.
Un-cleaned machine.
Material Grey knitted fabric containing oil spot.
Method Lack of scheduled maintenance.

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Solution Matrix:
After having discussion with the management, they agreed to implement some of the
suggested solutions.
Areas Causes
Carelessness
Eating food during production and
not cleaning.
Operator inefficiency. Unskilled
Man
and not having much knowledge
about
control lubricating system.
Mechanic negligence
Poor lubricating system.
Machine
Leakage in the oil line.
Broken seals
Un-cleaned machine.
Method Lack of scheduled maintenance.
Grey knitted fabric containing oil
Material
spot.
In order that the solutions are divided into two categories: short term and long term.
Short term solutions:
 We replaced machines having broken seals and leakage lines.
Suggested Solutions
Proper Supervision
on-job Training of workers
Trained Mechanics
Before starting production in the
knitting machine lubricating
system should be checked.
Make sure no fibers & fluff
accumulated in the needle tricks.
Optimum supply of lubricant to
the needle bed must be ensured.
Replaced machines having broken
seals. The lubricating system
should be changed if there is any
leakage in the oil line.
Clean machine on hourly basis.
For this Performa introduced
hanged on each machine and
hourly checking done under the
supervision of unit head by QC.
Fabric inspection introduced after
receiving lots from mills by QA
department at Beacon Impex as
well based on 100 % fabric rolls
check in 4 point system.
Page | 30
  Proper checking of machines lubrication on its cleanliness was done on daily basis
before starting production.
 The optimum supply of lubricant to the needle bed was ensured by worker him/herself.

Long term corrective action plans:

 Provide adequate training to the operator.

 Improve supervision.
 Change faulty machine parts.
 Develop a proper fabric inspection system in order to detect stains prior to cutting and
sewing.

Implementation:
Based on the solutions provided by this study, some corrective actions were taken that. The
implementation was done into module# 1 & 4 as mentioned below.
1. One month training for operators was conducted by QA department in which they were
trained for the maintenance of machine and then skill level of operators was checked.
2. Hourly checking of machine cleanliness was ensured under the supervision of unit head
by QC.
3. Fabric inspection introduced after receiving lots from mills by QA department at Beacon
Impex as well based on 100 % fabric rolls check in 4 point system.

Preventive
Measures /
Sr. Responsible Corrective
Problem found root cause Suggested
# Person /Dept. Measures Taken
Improveme
nts
Fabric Source
Fabric Increased
inspection vigilance
Oil Stains in Lots not proper checked Fabric Quality
1 introduced of fabric
fabric lots in Mills Inspector
after receiving QC on
lots from mills stains and
Page | 31
 by QA operator
department at as well
Beacon Impex during
sewing
High Alert
to cutting
team in
charge on
issue
Increased
vigilance
of QA
responsibl
e for
fabric
inspection
at Beacon
Increased
vigilance
of fabric
QC on
stains and
operator
Scheduled
as well
hourly
Oil stains from during
Machine improper Maintenance cleanliness/trai
Machine/oper sewing
2 lubrication/cleanliness/o dept./operato ning of
ator during Increased
perator negligence r/in-line operator upon
sewing vigilance
proper
of
lubrication
Maintena
nce dept.
to ensure
proper
lubricatio
n

After the improvement actions are taken, the products are checked for defects in the month of
July and again checked performance matrix to check the improvement. The finding is shown in
below fig.
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The process capability of process also measured in improve phase to visually
analyze the improvement.

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Testing of Hypothesis:
In order to check that our sample that value lie within limits of our desire target or our method
is that much capable that our defect will stay in limits of our target that is of 5%.We will
perform test of hypothesis.

Test and CI for One-Sample Poisson Rate

Method
λ: Poisson rate of Sample
Exact method is used for this analysis.
Descriptive Statistics
Total
N Occurrences Sample Rate 95% CI for λ
42994 2779 0.0646369 (0.0622559, 0.0670857)
Test
Null hypothesis H₀: λ = 0.05
Alternative hypothesis H₁: λ ≠ 0.05
P-Value
0.000

Because the p-value of 0.000 is less than the significance level of 0.05 (denoted by λ), so null
hypothesis is fail to reject thus there is improvement in defects reduction.

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 Control Chart

Control Phase

Control Plan

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Control Phase:
The control stage is the last and final stage and its sole Purpose is to preserve the optimized
response obtained from the study. The positive results after implementing Six Sigma were
discussed with the managers of the garment industry. The major defects were reduced. The
further challenge is to have continuous improvements of provisions made in improving the
process.

In order to maintain these results, we strictly need to follow SOPs developed. Role of all
departments in this great achievement is mandatory. QA department will conduct daily
process audit. In any ambiguous situation Champion will direct involve in the matter. Sigma
Level will be calculated after 10 days. Operators will be taught on daily basis that operator is
responsible for quality. This will be ensured by Inline Quality Control.

The following are the action that should to be taken by the management to improve the
results after six sigma implementation.
1. The workers must be given training on a continuous basis on the issue of quality.
2. The fabric source should check fabric quality at their end properly.
3. The final garment pattern should be referred by all the operators for quality purpose.
4. The management should give rewards for high quality performance.
5. The focus should be on preventing defects rather than correcting defects.

U-Chart:

A u-chart is an attributes control chart used with data collected in subgroups of varying sizes.
U-charts show that how the process, measured by the number of nonconformities per item or
group of items, changes over time. Nonconformities are defects or occurrences found in the
sampled subgroup. They can be described as any characteristic that is present but should not
be, or any characteristic that is not present but should be. U-charts are used to determine if

Page | 36
the process is stable and predictable, as well as to monitor the effects of process improvement
theories.

U-Chart is an attribute control chart used when plotting:

1) DEFECTS

2) POISSON ASSUMPTIONS SATISFIED

3) VARIABLE SAMPLE SIZE (subgroup size)

The chart indicates that the process is in control. The control tests that were used all passed in
this case.

U Chart of Defects

0.075 UCL=0.07522
Sample Count Per Unit

0.070

_
0.065 U=0.06464

0.060

0.055
LCL=0.05405

1 2 3 4 5 6 7
Sample
Tests are performed with unequal sample sizes.

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Control Plan:

A Control Plan is a method for documenting the functional elements of quality control that are
to be implemented in order to assure that quality standards are met for a particular product or
service. The intent of the control plan is to formalize and document the system of control that
will be utilized. Typically, the control plan may also include other items like: the frequency with
which the process is reviewed, verification that the measurement system is capable, typical
corrective actions to be taken in the presence of out-of-control conditions, any special
inspection requirements, and a history of the process capability measures.

Conclusion:
We have achieved our desire level of oil spots reduction. After improvement and control
phase we recalculated the sigma level for after improvement. The sigma level we achieved
now is 3.02. If we maintain this for whole year, we can enhance more efficiency to lower our
cost and defects.

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