Absecon Mills: Project

Management
Author’s Name
Project Description
Absecon Textile Mill
● Makes garments as final products via
processes involving textiles
Organizational goals unsatisfied
● Current process sacrifices time to
maintain quality and design assurance
● New process must retain quality while
reducing time needed
 Project Management Chart(s)
● Order received → departments
responsible for planning, sampling and
sourcing are activated
● Raw materials are transferred to the trim-
in house
● However, the materials must be approved
by the PP meeting (sampling department)
before it can proceed further
● Once it is approved, the material is sent
for cutting process; if this fails, it is
transferred back to the fabric house
Figure 1. Flowchart of the As-Is Process
(Absecon Mills Inc.)
 Project Management Chart(s)
● After printing and sewing the materials,
the prepared material will go through
another checking process
● If this fails, the material needs to be
modified; otherwise, the material will be
sent to be washed and to the finishing
process
● Products are once again, inspected during
the final round, and after auditing, the
product will be dispatched

Figure 1. Flowchart of the As-Is Process

(Absecon Mills Inc.)
Evaluation
● The current process however, does not work well to achieve its organizational goals
● Everything is done meticulously from beginning to end, without compromising the
quality and design of the material
● If the product fails at the end of the process, given a tight deadline, it may become
difficult to dispatch the product on time
● Hence, there is a need to incorporate a new process to reduce time
 Cause and Effect Matrix
● Goal: The company wishes to reduce time without
compromising the quality of the product
● According to the cause and effect matrix, “time” is
an important factor that needs to be taken into
account of, while incorporating a new process
● “Time” should be reduced without losing the
product’s quality
● “Time” is an unavoidable “effect” of the “causes”
done by the various parts of the process

Figure 2. Cause and Effect Matrix (Absecon

Mills Inc.)
 Improved Process Flowchart
● This process can be improved by skipping extra
steps, and instead, incorporate two processes at the
same time to reduce cost and time
● Here, material sourcing was skipped after the order
was received
● The company should have appropriate supplier’s
contacts on hand to avoid wasting time
● Additionally, material inspection should be
conducted at the initial stage
● Repairing/altering the materials were also skipped
after the washing and finishing process as it was
already conducted beforehand
Figure 3. Process Improvement Flowchart
(Absecon Mills Inc.)
Statistical Process Control Methods
To calculate the process's performance, a process
control map is generated using the following equation:

● Standard deviation
● Average fraction unprocessed
● Upper control limit
● Lower control limit

Figure 4. Comparison of Actual and Ideal

Distributions (Absecon Mills)
 Statistical Process Control Chart
According to Tague (2005), if the following
conditions appear on the p-chart, the method
variance is considered to be unstable:

● a single-point is outside the control limit

● 2 out of 3 successive points are on the same side
of the centerline (farther than 2σ)
● 4 out of 5 successive points are on the same side
of the centerline (farther than 1σ)
● a run of 8-in-a-row are on the same side of the Figure 5. Process control chart for payment
centerline request processing.
● consistent or persistent patterns suggests
something unusual
References

About. (n.d.). Absecon Mills. Retrieved from https://abseconmills.com

Jacobs, F. R., & Chase, R. (2014). Operations and supply chain management (14th ed.).
New York, NY: McGraw Hill/Irwin.

Tague, N. R. (2005). The quality toolbox (2nd ed., pp. 155-158). Milwaukee, WI: ASQ
Quality Press.