MAINTENANCE MANAGEMENT

Assignment -2

Feedback of journals .

SUBMITTED BY:
Ravikant(BFT/17/304)
Departement of fashion technology,
Summary of the journal number 1.

This​ ​journal depicts about the reasons why the garment industry is lacking and according to this
jorna they have tried for searching out the reasons for the failures, they applied Fishbone
diagram (root cause analysis) technique.

According to this techniques the major reasons for failure of garment industry is

Assessment of current maintenance system: At the assessment of current maintenance

system, it was found that maintenance manager is randomly called by the machine
operator to repair the damaged machines. In addition there were no records of
maintenance carried out on machines such as maintenance log and preventative
maintenance log. Upon assessment of the current maintenance system it was found out
that the problems at the company included the following:

Frequent machine breakdowns: These were caused by lack of history of machine failure
since there was no maintenance log. Furthermore, there is no root cause analysis to
determine the cause of machine failures.

Limited tools and equipment spares: Machine spares and tools were limited and this
caused the machines to idle in cases where the machines had breakdowns and waiting
for parts to be replaced. This problem was due to lack of strategy to order the machine
parts that are used frequently.

Unreliable machines in production: The company did not have preventative logs hence
the reliability of machines was unknown and there was more downtime because
machines randomly failed. Preventative maintenance is the diagnosis of the machine
before it fails in order to avoid the unexpected failure on a particular machine

Lack of knowledge about Autonomous Maintenance: Most operators in the workshop

demonstrated limited knowledge on autonomous machine maintenance which keeps
machine operational. This explained observed machine high down times.

If look over all the reasons we can see maintenance plays a major role in the success of
an apparel industry because all the production depends on the machine and if the
machines are not working then it's like a man without backbone.
Moving on when the major components of the failure were checked and the reasons
found out were because of lack of either of the maintenance like daily maintenance,
weekly or monthly had these been done a lot of problems could have been resolved.
So, in order to remove major problems they started the practice of preventive
Maintenance and divided it in daily, weekly, and monthly basis, along with this they also
started doing checklist of the machines before using it everyday . The checklist is to be
filled by the machine operators daily and then be sent to the maintenance manager to
view which parts of the machine have problems.

Furthermore, the workers were also give training about the basic maintenance so that
they can do the daily maintenance on their basis and can get to know if any problems
occur in the machine and can report to the maintenance department.

Feedback of the journal:

They did a major step by putting maintenance and it will help the labourers also
because the training given to them will help them in using machine for a long time and
doing checklist process they can save the machines from further destruction by pointing
out in the beginning.this will save time as well as capital because small changes in
machine can save a huge cost in the future.
Summary of the journal number 2.

Failure mode and effect analysis: An application in jeans production process

Apparel production quality is influenced depending upon machine, operator, material and
process. Therefore, production is not possible with zero defect. The purpose is to prevent the
possible defects by taking measures or to minimize them. In order to determine and remove
these possible defects during production stages, various engineering applications are used for
this purpose. One of them is “Failure Mode and Effects Analysis (FMEA)” technique.

Since FMEA provides systematic analysis of technical defects and removal of the defects, it
helps to minimize the risks caused by defects, to decrease defect costs, to increase the
reliability, and to develop quality systematically. It provides determination of potential defect
belongs to system, process or product in planning and development stage before the existence,
specification of importance degrees of them, evaluation and taking necessary actions for
preventing them

FMEA technique was used widely in manufacturing sectors, especially in the automotive
industry, but now it is used in all companies active in production and service sectors according
to their areas of need

A new FMEA model based on fuzzy digraph and matrix approach is developed to solve the
problems and improve the effectiveness of the traditional FMEA.

As understood from literature study, besides the use of traditional FMEA technique in different
sectors, it is observed that it can be used together with different methods by considering some
defi ciencies of the method. In this study quality control department of an apparel fi rm active
in jean production was investigated by FMEA method. Defect types, effects and causes,
preventive actions to reduce or eliminate them are identified ed

Material This study was realized on a plant having business on producing outerwear especially
like pants, skirts, jackets from woven fabrics located in İzmir.

FMEA methodology At first FMEA technique was developed by the US Army and this method is
a reliable technique for evaluation of system and equipment defects.

Basic objectives of this technique are listed as predetermining the potential defects that may
occur in the product or process, taking measures to prevent these defects, determining the
degree of impact and criticality of the defect type.

Types of Failure Mode and Effect Analysis

System, Design, Process, Service

FMEA application process basically consists of three stages: • Preparation, • System Analysis, •
Evaluation of Results

Risk Priority Number(RPN) is the value obtained multiplying by defect occurrence, severity and
detection

RPN = Occurrence × Severity × × Detection

During the observation period, 5600 products were controlled in total. 1726 products nearly
30% of them were processed again due to their defects

According to Pareto chart in Fig.1, 65.54% of the defects originated from sewing defect. “Other
Defects” following label defects have important percentage as 18.71%. Bridge and the rivet
defect is calculated as 4.51% and 3.36% respectively with values close to each other.

Defective products, as they require extra processing often leads to loss of time,It was found
that defect types to be improved primarily according to their RPN values are sewing and the
rivet defects.

It should be provided that quality control during production process must be conducted in a
more disciplined way since long repair work for product defect and repeated controls cause
time loss. The next operation should start after the evaluation of quality control process by the
person doing that work. For this reason operator training is essential. Thus intermediate and
final controls can be decreased seriously.

Feedback of the journal:

Today jean products are subjected to high number of chemical and mechanical processes until
it reaches the end consumer. Thus, in these process steps, deterioration of the fabric forming
the garment, the sewing thread and accessories are inevitable. As a result of controls
performed in the fi rm, majority of the defects consists of stitch defects. Stitch defects can
originate from material, machine, operator and method. Although apparel production has
many automation, it still continues labor intensive structure. Therefore it is not possible to
make production with zero defect. However, with the adoption of certain measures, possible
defects can be minimized.
Summary of the journal number 3

Burlingtons Limited, Bangladesh

Ready Made Garment Industry is considered as the ‘engine of growth’ for the economy of
Bangladesh. in course of time the structure and direction of world trade in RMG has changed
fast. The scenario in trade and business is again about to change due to globalization and trade
liberalities under the world trade organization. It is anticipated that Bangladesh is going to face
stiff competition from large number of apparel producing countries notably China, India and
Pakistan. It is now essential to bring dynamism in this sector by taking some realistic steps.

Burlingtons Limited, a Ready Made Garments industry in Bangladesh, was experiencing low
productivity and less profit. The reasons for low productivity and possible means of
improvement were then investigated by applying Total Productive Maintenance (TPM), which is
a maintenance program involving a newly defined concept for maintaining plants and
equipment. All sections of the factory have been studied to identify and reduce equipment
losses to maximize overall equipment efficiency (OEE) by using the techniques of Total
Productive Maintenance (TPM). Finally, the most significant losses were indicated and
eliminated and the overall equipment efficiency (OEE) was improved. The details of the study is
reported in this paper.

Feedback of the journal:

TPM brings maintenance into focus as a necessary and vitally important part of the business.
The goal is to hold emergency and unscheduled maintenance to a minimum.

The methodology followed for the case study is as described. It was observed that the goal of
all factory improvement activity is to increase productivity by minimizing input (including cost
of upkeep of equipment) and maximizing output by enhancing the equipment and the factors
that it influences i.e. Productivity, quality, cost and delivery, as well as safety, hygiene,
environment, and morale. The following steps were followed: a. Identification of major losses.
b. Identification of significant losses by Pareto analysis. c. Calculation of Overall Equipment
Efficiency (OEE). d. Reduction of losses with analytical techniques. Out of the 8 pillars that TPM
stands on, KAIZEN is used in this study. This pillar is aimed at reducing losses in the workplace
that affect the efficiencies. It is possible to eliminate losses in a systematic method using
various Kaizen tools such as: PM analysis, Why - Why analysis, Summary of losses, Kaizen
register and Kaizen summary sheet.

Maximizing Equipment Efficiency: The sewing section, particularly line 5B out of 4 lines was
taken into consideration for the purpose of the project. So, Line 5B was considered for
identifying and reducing equipment losses to maximize overall equipment efficiency (OEE) by
TPM pillar 3- Kobetsu Kaizen (Focused Improvement). To identify losses and equipment
efficiency, loss data is collected for several machines for 10 days during operation. Out of the 6
major losses i.e. I. Breakdowns due to equipment failure 2. Set up and adjustment 3. Idling and
minor stoppages 4. Reduced speed 5. Defects in process and rework 6. Reduced yield between
machine startup and stable production, the most significant losses are then identified by
PARETO analysis. It is seen that the most significant sources of OEE loss are Minor Stoppages
and Set up and adjustment. Hence, the target now is to increase the OEE from 59% by
minimizing the losses. For minimizing the losses, the basic analytical technique of WWBLA (Why
Why Because Logical Analysis) was used. WWBLA technique is a worksheet which identifies the
root causes of a problem. In this technique, each major problem is considered separately and a
worksheet is prepared. For each major problem, a cause is identified and called it first factor for
problem. Then it is verified whether it can be divided into further root causes. If it is possible,
then it is marked as G. Here, G stands for Go. Then a second factor for problem is identified and
verified. In this way, a third, fourth problems are identified. If it is not possible to identify
further, then verification is marked as NG (Stand for No Go). Finally, countermeasures are
identified for each root causes of the problem. Now, from Pareto analysis, it is .
Summary of the journal number 4

IMPROVING WORKING ENVIRONMENT AND PRODUCTIVITY OF A SEWING FLOOR IN RMG

INDUSTRY
Bangladesh is the 3rd largest apparel exporting country in the world. The Readymade Garments
(RMG) industry is the largest single economic sector in Bangladesh which contributes to 76% of
national exports and 90% of manufacturing goods exports. The garment industry is highly
labour-intensive and employs approximately two million workers, out of which 90 per cent are
women. Therefore, Bangladesh has around 70 million of available low cost workers who could
be easily trainable and engaged in the apparel sector.
The philosophy of kaizen, which simply means continuous improvement, is the starting place
for all lean production improvements. Kaizen events are opportunities to make focused
changes in the workplace. Kaizen for the Shop floor takes through the critical steps in
conducting a very effective kaizen event Abstract- Kaizen, a continuous improvement of
process, is often considered to be the building block of all lean production methods. Kaizen
focuses on eliminating waste, improving productivity and achieving sustained continual
improvement in targeted activities and processes of an organization. Kaizen is not implemented
vastly in garments industries. There is a tremendous scope of using kaizen in garments
industries. This paper’s objective is to show the effects of using kaizen in garments industries.
The aim was to reduce Work In Progress (WIP) and to improve the working environment so as
to improve productivity. Kaizen was implemented as a short term project in a sewing floor of a
RMG industry and the effects was investigated during implementation. Implementing kaizen in
sewing floor, the productivity has been increased while wastes and defects are reduced. The
KAIZEN implementation reduced Defects per Hundred Units. This paper emphasizes on the
continuous improvement in readymade garments industries. Keywords: Kaizen, Lean
Manufacturing, Non value-added activity, Line Efficiency, 5S score one that is well planned, well
implemented, and well documented. Kaizen teams are empowered to make immediate
business process changes. At the end of a kaizen breakthrough event these teams typically
achieve double-digit reductions in lead time, inventory, defects, and floor space and 25 to 50
percent increases in productivity.
The principles of Shop floor Kaizen Breakthrough (SKB) are-
• Clear objectives
• Team process
• Tight focus on time (one week)
• Quick and simple, action first
• Necessary resources available right away
• Immediate results (new process functioning by end of week)
There are different types of defects that can occur in sewing floor. But defects which occur
frequently and respectively are to be given priority. So reduction in these defects will results in
reduction of total defects of sewing floor and so efficiency, productivity, and quality will
increase dramatically. Data have been gathered from the previous week of Kaizen
implementation from line YHT-2 B of Young one Sportswear. After taking the corrective actions
defects are reduced. Here it is noticed that DHU is reduced by taking the corrective actions of
defects.

Feedback of the journal:

The results of before Kaizen implementation and after Kaizen implementation are surprisingly
fruitful. After implementing Kaizen DHU reduces from 134 pieces to 51 pieces, 5S score
improves from 1.83 to 3.17, and WIP reduces from 152 to 106. The working environment has
been tremendously improved as well. At the end of the week, dramatic operational
improvements have been achieved. But it is a matter of great concern that most of the
industries in Bangladesh are not conscious and even they don’t know the techniques about
implementing Kaizen and its benefits. Bangladeshi garments industries have the low cost
labour, but they could not make the highest profit because of not implementing new
techniques such as lean, kaizen, 5S. Some apparel industries using these techniques are in the
leading position. In modern competitive market implementation of Kaizen or continuous
improvement is badly needed.
Summary of the journal number 5

Human Resource Maintenance and Management (HRM) practice of a Ready-Made Garment

(RMG) industry in Bangladesh:

The age of garments industries in Bangladesh is about thirty years but it accounts for 82% of
export earnings of the country. The sad part of it is, that the welfare of the garment factory
workers is still unattended. This study aims to focus upon the maintenance of Human Resource
that is practiced by ​Univogue Garment Company Limited (UGCL)​ and provides complete
information about the same.

The following facts and analysis prove how the RMG sector in Bangladesh was lacking proper
human resource maintenance and management;

The minimum wages of the workers failed to keep pace with the ever-eminent price hikes in the
country; there were no unified trade unions, or even if there were, they were either
intimidated or discriminated against; there was no safety concern of garment workers in
Bangladesh.

Over a period of time, Bangladesh has improved in these aspects as the World Bank stressed
continuous efforts to reform the garment sectors in terms of rights and safety of the workers. A
good, strengthening partnership between the owners and the workers was then emphasized as
the result – nationally and internationally.

Still there remain some concerns which prove how the HRM in the RMG industry of Bangladesh
is inconsistent and insufficient, explained as follows.

The study conducted on the Bangladeshi Human Resource or the workers in the UGCL resulted
in the suggestion of - satisfactory salary, timely payment, admissible benefits, supervisors’
behaviours, acceptable working conditions, hygienic canteen and medical facility - to keep the
labour satisfied into their work.

The main objectives of the study were to examine:

- Job analysis

- Recruitment and selection procedure

- Training
- Safety and security

- Motivation

- Performance appraisal

- Compensation

- Social responsibility

In order to carry out these objectives, the methodology used was of primary and secondary
research. Where in, the primary research information came from the observations of the
factory operations and discussions with the officers and workers of the factory.

While the secondary research information flowed in by sourcing it from various official
documents, newspapers and research papers.

The study found out that UGCL had individual HR and administration department to handle the
employees to run the organisation smoothly. The Human Resource Maintenance and
Management practices that UGCL follows can be briefly described as:

Recruitment and selection process

Training and development

Performance evaluation

Compensation and Benefits

Provident fund and Gratuity

Health, Safety and Welfare

Leave enjoyable

Social Responsibility of UGCL

​Feedback of the journal:

The study made on all the aforementioned practices of UGCL very critically and analytically
acclaimed that there was no formal human resource planning in the company along with which
it was found out that apart from ​recruitment and selection process, promotions and evaluation
methods, employee recognition and proper health facilities​ UGCL had been implementing the
other mentioned points in a pretty good manner. While the recruitment and selection
processes were tampered and based on external sources completely on the basis of one’s own
public relations and not much based on the skills.

The promotions of the staff were remarkably low and the employee recognition was absent.
There were no proper evaluation methods which could ensure employee promotion and
recognition.

On the same tracks, the journal suggests minor changes on these notes and concludes the
whole document in a great manner which suggests how the Human Resource Maintenance and
Management could be effectively implemented in the RMG industry in Bangladesh with the
help of an example of UGCL, along with which it explains how the situation of HRM in the
current RMG industry is posed.
Summary of the journal number 6

Improving OEE of a Garment Factory by Implementing TPM Approach

The competitive market will make the industry difficult to survive if they do not make most of
the resources they have. The article suggests steps to apply TPM on the machines on the floor
to enhance overall performance of the equipment.

Bangladesh’s 70% export income comes from RMG and employs 40% of the total labour
workforce. This a tough competition faced by other garment producing countries like India,
China, Vietnam etc. To stand well in this competition, maintenance of equipment plays a vital
role. TPM is a Japanese concept. In not only improves product quality and reduces cost it also
motivates workers and increases job satisfaction. The basic idea of TPM is: I do, you do and we
do. It is a process in which lean practitioner first they do the job, then workers after following
the process gets motivated and does the work himself. Seeing him working, other workers also
start their involvement in the job. TPM is to create a sense of joint responsibility among
supervisors, operators and maintenance workers, not only to keep machines running smoothly,
but also to optimize their average performance.

Summary

OEE or overall equipment effectiveness is a term to determine the percentage of truly

productive manufacturing time. Using OEE effectiveness of a single machine or a manufacturing
system can be determined. OEE doesn’t determine why the machine is not working, instead it
determines where the scope of improvement of the machine is. There are six big losses that
reduces the effectiveness of the machine. They are:

· Breakdown

· Set up and adjustment

· Minor stoppage

· Speed loss

· Quality defects and rework

· Start up

Formulas for calculating OEE:

OEE= Availability (A)*Performance (P)*Quality (Q)

A= Actual Run Time ÷ Planned Production Time

= (Planned Production time-Down time) ÷Planned Production Time

Where Planned Production Time= Shift time- Break Time

Performance (P) = (Design cycle time *Total count) ÷Actual Run Time

Quality(Q)= (Total count -Reject count)÷ Total count

Case Study

A case study on OEE of garment production line is conducted in a leading garments factory
named “The Rose Dresses Ltd.” in Dhaka. The factory produces both knit and woven products
and having almost 228 male and 3983 female workers. To analysis the OEE condition, we have
taken a single knit production line and sought the reason of having lower effectiveness of
machines used in the production of a specific product through this study. Various types of
losses that are often occurred in a production floor and associated with OEE are critically
studied and found out. The OEE of that production line has been used to investigate the
existing condition of the selected factory and then recommendation has been given to improve
present conditions. The details of the study are given in the following sections.

Data Collection and Analysis

Relatable data was collected like down time, cycle time and defects. A three day study was
carried out on basic t-shirt design on the floor.

Using the formulas OEE is calculated for each process breakdown.

Observation is made that the cutting and finishing sections have higher OEE when compared to
other steps. The overall OEE is of the production line is 76.51% thus there is a huge scope of
OEE improvement by using TPM.

Following are steps taken for introducing TPM in the factory:

1. It’s very necessary to make the higher management to understand how TPM will be helpful
to gain more profit.

2. Providing TPM training to the workers

3. - Forming TPM and departmental committees, specialized subcommittees, Form an

organizational structure that will take care of autonomous maintenance, quality maintenance.

4. Standardizing TPM in the factory.

5. Developing an action plan to implement TPM

6. Implementation of 8 pillars of TPM

7. Sustaining the progress through continuous monitoring.

Implementation of 8 Pillars

· Applying 5s to the workplace (Sort, set in order, Clean, Standardize, sustain) by eliminating
the unnecessary objects that are less commonly used or defining a different position to it. By
keeping the workplace clean and creating a set of rules for working and make the workers
follow them.

· Try changing the workers mentality by giving proper training.

· Using kaizen tools to reach to the root of the errors and defects

· Performing planned maintenance of machines by regular checking their condition and

scheduled servicing.

· Developing a Poka Yoke system ( error free).

· Keeping the workplace safe and healthy.

​Feedback of the journal:

The aims of this study are to scrutinize the maintenance system of a garment industry, find out
the losses occur in the production floor and demonstrate how much they impacting on
productivity. Introducing TPM is not an easy task but once introduced both long term and short
term profits are achieved. The stats of the industry improve drastically and hence its market
value. It is a necessary tool for industries to survive in this tough competitive market.