ADVANCE QUALITY MANAGEMENT

END TERM ASSIGNMENT

WORLD CLASS MANUFACTURING

By
Shreyas Prakash Ghunake (MFT/20/24)
Singirikonda Akarsha (MFT/20/47)
Mahesh Madhukar Hinge (MFT/20/84)

Under the guidance of

Ms. Nanika Kaushal,
Assistant professor
Department of Fashion Technology
NATIONAL INSTITUTE OF FASHION TECHNOLOGY, BENGALURU
 CERTIFICATE

It has been certified that the project work presented in this report entitled “WORLD

CLASS MANUFACTURING” for deepening specialization of National Institute of Fashion

Technology, Bengaluru for the partial fulfilment for the award of Master’s program during the

year 2020-2022. It satisfies the academic requirements in respect of assignment work prescribed.

Dated: 21st June, 2021

Shreyas Prakash Ghunake (MFT/20/24)

Singirikonda Akarsha (MFT/20/47)

Mahesh Madhukar Hinge (MFT/20/84)

 DECLARATION

We hereby declare that the document entitled “WORLD CLASS MANUFACTURING” submitted

to National Institute of Fashion Technology, Bengaluru is an original work carried out by us under

the guidance of Assistant Professor Ms. Nanika Kaushal, department of fashion technology at

National Institute of Fashion Technology, Bengaluru.

Dated: 21st June, 2021

Shreyas Prakash Ghunake (MFT/20/24)

Singirikonda Akarsha (MFT/20/47)

Mahesh Madhukar Hinge (MFT/20/84)

 ACKNOWLEDGEMENT

It is a great pleasure to present the report of the “WORLD CLASS MANUFACTURING”

assignment undertaken during the 2nd semester. We would like to express our gratitude to our guide

Ms. Nanika Kaushal, Assistant Professor, Department of fashion technology, National Institute of

Fashion Technology, Bengaluru. We would like to acknowledge the contribution of all students of

the department for their kind assistance and cooperation during the development of our project.

Shreyas Prakash Ghunake (MFT/20/24)

Singirikonda Akarsha (MFT/20/47)

Mahesh Madhukar Hinge (MFT/20/84)

Contents

WORLD CLASS MANUFACTURING ..................................................................................... 6

Introduction ..................................................................................................................................... 6

PRACTICES ................................................................................................................................. 8

1. Just in Time (JIT) ..................................................................................................................... 8

Benefits of JIT ........................................................................................................................... 10

Problems of JIT implementation ............................................................................................... 11

2. Total Productive Maintenance (TPM) .................................................................................. 11

Implementation of TPM ............................................................................................................ 12

Scope of TPM in Apparel Industry ........................................................................................... 13

Impact of TPM .......................................................................................................................... 13

Correlation between customer satisfaction, production and practices .................................. 14

REFERENCES............................................................................................................................ 15
 WORLD CLASS MANUFACTURING

Introduction

World Class Manufacturing (WCM) is a set of concepts, set out as policies and principles
developed for the operation and management of a manufacturing organization. Their focus on
driving the organization towards becoming a lean mean machine with cost-effective and flexible
operating processes.

There are many world class manufacturing practices that help the organizations to achieve
their goals more effectively. The adoption of these concepts and practices will help the
organizations to improve their efficiency and effectiveness. The most commonly used WCM
practices are as follows:

• Kaizen: Kaizen is a Japanese term made up of two words namely Kai and Zen. Here, Kai
represents the ‘do’ and Zen represents the ‘well’. Kaizen means ‘continuous improvement'.
It means gradual and continuous progress, increase of value, intensification, and
improvement.
• Lean Manufacturing: Lean Manufacturing approach is meant to transform non-value
added activity into value added activity. The main purpose of implementing the lean
manufacturing is to condense the waste so as to become more approachable to the customer
demand. Moreover, it targets at the production of product for the customer in the lowest
cost as well as in less time.

• Total Quality Management (TQM): TQM is a quality improvement approach which is

increasingly implemented by manufacturing and service organizations in order to improve
the performance, terms of quality, productivity, customer satisfaction, and profitability.
The main elements of TQM are ‘Total’, ‘Quality’ and ‘Management’. Here, Total refers to
the involvement of all the employees working in the organization. Quality refers to the
‘fitness for the purpose’ and Management refers to the managing the system.

• Just in Time (JIT): JIT concept was developed by Taiichi Ohno (1982). JIT is a method
of continuous manufacturing improvement which is based on eliminating all the waste in
manufacturing process so as to achieve the competitive advantage over the other
organizations. It is considered as a production method to evolve a defect free process.

• 5S: 5S is a systematic philosophy for ensuring optimum workplace productivity, quality,

output and safety. 5S refers to the five Japanese words namely Seiri, Seiton, Seiso,
Seiketsu, and Shitsuke. The acronym of these words in English language is Sort, Set, Shine,
Standardize, and Sustain.

• Total Productive Maintenance: Total Productive Maintenance (TPM) is an important

world class manufacturing program introduced during the quality revolution. TPM help in
streamlining the manufacturing and other business functions, and gathering continuous
profits. Moreover, TPM is considered as a beneficial tool for improving the manufacturing
performance by augmenting the effectiveness of production facilities.

• Supply Chain Management (SCM): SCM practices basically aims in the management of
integration and coordination of supply, demand and relationships for the fulfillment of
customer requirements in effective and profitable manners have stated that the SCM
consists of various methodologies which integrate the suppliers, manufacturers,
 distributors and customers more effectively in order to refine the long-term performance
of the organizations.

• Six-Sigma: Six-Sigma has been considered as a more beneficial approach for improving
the organizational productivity has illustrated six-sigma as an approach to improve
manufacturing processes. Moreover, it is also considered as a formal and disciplined
approach for defining, measuring, analyzing, improving and controlling the processes. Six-
sigma basically drives out the variability and reduce waste in processes with the help of
statistical tools and techniques.

PRACTICES
1. Just in Time (JIT)

Just-In-Time manufacturing is the Japanese management philosophy works on having the

right items of the right quality and quantity in the right place and the right time. JIT was first
perfectly developed in Toyota manufacturing unit by Taiichi Ohno to meet consumer demands
with minimum delays in 1070s that’s why he is referred as father of JIT.
 Just-in-time inventory method is works on pull system. When sales activities want more
production, inventory is pulled and order is given to the supplier. Which results into smooth
production flow and reduces inventory cost. This method relies on signals given at different points
within the production process that tell the manufacturer when to form subsequent part. Stock
depletion signals the ordering of new parts.

JIT Distribution JIT’s effectiveness depends heavily on having a strategy alliance between
buyers and suppliers. JITD requires the exchange of frequent, small lots of items between
suppliers and customers, and must have an effective transportation management system, because
inbound and outbound material can have a great effect on production when there is no buffer
inventory.
 The idea of JIT Purchasing runs counter to the traditional purchasing practices where
materials are brought well in advance before their use. Under JITP, the supplier selection, product
development and production lot sizing become very critical as the lead time is very less and
dependency on supplier is more. Implementation of JIT in sewing line basically explains
Reduction of waste of motion, waiting time, inventory, defects etc.

Management idea that attempts to eliminate wastes It is a management idea that attempts
to eliminate sources of manufacturing waste by producing the right part in the right place at the
right. In the manufacturing process size of batches are related to potential errors in part/production,
i.e., smaller batches such as used in JIT systems will potentially reduce the average error per
part/production population.

Productivity gain has seen significant increase in the organizations practicing JIT. The
production floor experiences less defects, inventory and losses. The barrier to implement WCM
through JIT is not their resistance to change but actually designing and driving them into the actual
changes and sustain. Balancing of production processes using Takt time and Yamazumi boards
will help ensure that the processes are better matched with regards to cycle times.

Marketing department has many challenges to manage the all activities while working in
JIT system. Supplier customer relationship has significant impact on marketing management. This
relationship has many aspects like careful choice of vendor, closeness with supplier, reliable
supply chain and constant follow up. These all has to do by marketing management department to
sustain JIT within the organization.

Benefits of JIT

❖ The reduced inventory levels results in less investment on inventory.

❖ Purchasing under JIT reduces lead time and increases reliability.
❖ Smaller batch quantity enhances ability to quickly identify, analyze, interpret and resolve
the problems which improves overall quality and worker involvement.
❖ Lower investment in space for inventory and production.
❖ Shorter lead time improves relationship with vendor.
 ❖ JIT synchronizes the process flow in the organization and improves cash flow.

Problems of JIT implementation

2. Total Productive Maintenance (TPM)

 After The industrial revolution manufacturing firms began to often to employ complex
machines in the production floor. This disturbed the production process when the machine
breakdown occurs. To execute this machine maintenance separately new strategy emerged &
popular in the world till 1950s, which is today called breakdown maintenance. Later the
maintenance engineering and management fraternities began to develop maintenance strategy that
aimed to reduce or eliminate the breakdowns of machines. In this direction of the world witnessed
the emergence of revolutionary strategy which today called total productive maintenance (TPM).
TPM emerged in Japanese companies during the beginning of the 1970s. later it was propagated
by Japanese Institute of plant maintenance (JIPM)and an expert by name Naakajima. Today TPM
is used in both academics and practitioners as a world class manufacturing strategy.

Implementation of TPM

Step 1: Identify a Pilot Area

Step 2: Restore Equipment to Prime Operating Condition

Step 3: Measure OEE

Step 4: Address/Reduce Major Losses

Step 5: Implement Planned Maintenance

Scope of TPM in Apparel Industry

• Regular inspection of sewing machines and other equipment for reliability

• Periodic maintenance of equipment’s and machines according to the feedback of users and
database of action taken in the past and to be taken as per plan
• Maintaining a continuous power supply
• Maintaining unabated water supply to compressors & boilers, Supplying purified water
• Planning, designing and implementing expansion plans
• Maintaining the WHO standard PH value for ETP (Effluent Treatment Plant)
• Buying new machinery as per demand
• Stocking spare parts and accessories, housekeeping
• Planning for required constructions and furnishing
• Maintaining a logbook of actions taken and to be taken
• Planning to upgrade the existing process for reduced waste

Impact of TPM

TPM implementation grow’s total plant’s and equipment’s productivity. Overall Equipment
Effectiveness (OEE) is a performance metric used to measure the equipment’s productivity. It was
developed to support TPM initiatives. TPM enables us to overcome the causes behind the below
mentioned 6 big losses, by identifying them and enabling self-managed teams to solve the issues
surrounding them.

1. Performance:
a. Equipment running at a reduced speed
b. Minor stops between or within cycles
2. Availability:
a. Equipment or machine breakdowns
b. Product changeover time
3. Quality:
a. Start-up rejections which occur when a new product is being produced on the equipment.
b. Running rejections which occur during the production run which hamper the product’s
quality.
It is observed that interaction effect of TPM and Kaizen is giving reduction in production
lead time. As a result, availability of machine hours and the total productivity will be increased and
hence operational cost will be decreased. TPM increases skills of operators with job safety &
satisfaction. TPM is designed to disseminate the responsibility for maintenance and machine
performance, improving employee engagement and teamwork within management, engineering,
maintenance, and operations.
TPM impacts on the trade promotion process. Field mobility is critical for retail
merchandising and promotional sets, and we’re seeing it become even more important for the
actual trade promotion process. As we move forward toward a greater role for consumer
interactions. As products and the shopping experience become more personalized for specific
consumers, the promotional process also becomes more personalized, TPM helps to improve that.

Correlation between customer satisfaction, production and

practices

The objective is to increase continually the production performance by pursuing the gradual
elimination of waste, to guarantee the product quality and maximum flexibility by means of the
involvement and motivation of employees at the company. Some of the advantages of WCM
integration include higher competitiveness, new and improved technology and innovation creation,
greater flexibility, increased communication between managers and production staff and increased
work quality and staff empowerment. The customer needs and expectations are very important
element in WCM. The manufacturing strategy should be geared to support these needs. These
could be dealing with certification, market share, company growth, profitability or other global
targets. The outcomes should be defined so that they are measurable and have a definite timetable.
These are also a means of defining employee responsibilities and making them feel involved.
Employee education and training is an essential element in a World Class Manufacturing
Company.
REFERENCES

• https://www.managementstudyhq.com/world-class-manufacturing.html
• https://www.scientific.net/AMM.564.727
• https://www.irjet.net/archives/V3/i5/IRJET-V3I5500.pdf
• https://www.researchgate.net/publication/274112710_The_Impact_of_World_Class_Man
ufacturing_Practices_on_Company_Performance_A_Critical_Review
• https://www.intechopen.com/books/operations-management/improving-operations-
performance-with-world-class-manufacturing-technique-a-case-in-automotive-indus
• A case study Lessons from the progressive implementation of just-in-time in a small
knitwear manufacturer Pete Mazany
• Implementation of JIT to increase productivity in sewing section of a garment industry.
• The Critical Role of TQM, JIT, and TPM in the Revisiting World Class Manufacturing and
Manufacturing Excellence Conference Paper in Applied Mechanics and Materials
• Just-in-time manufacturing: literature review and directions Gurinder Singh*
• JIT Procurement and Relationship Marketing Charles R. O’Neal
• A comparative analysis and review of JIT “implementation” research Narender K.
Ramarapu, Satish Mehra and Mark N. Frolick
• https://www.academia.edu/10469554/AN_EVALUATION_OF_TPM_IMPLEMENTATI
ON_IN_CLOTHING_INDUSTRY_IN_INDIA_A_LEAN_PHILOSOPHY_BASED_AP
PROACH
• https://www.kivodaily.com/education/what-is-total-productive-maintenance-in-the-
apparel-industry/
• What Is TPM (Total Productive Maintenance) in the apparel industry? | by Stitchdiary |
Medium
• https://www.researchgate.net/publication/305270698_Effect_of_total_productive_mainte
nance_practices_on_manufacturing_performance_Investigation_of_textile_and_apparel_
manufacturing_firms
• https://www.researchgate.net/publication/274611736_AN_EVALUATION_OF_TPM_I
MPLEMENTATION_IN_CLOTHING_INDUSTRY_IN_INDIA-
A_LEAN_PHILOSOPHY_BASED_APPROACH
• https://en.wikipedia.org/wiki/Total_productive_maintenance