Assignment On SIX SIGMA IN TEXTILE INDUSTRYSubmitted To, Assoc. Prof. Dr. Miss. Hale Canbaz KarakaşSubmitted By, Zuhaib Hassan Student No. 503122807 Subject (Textile Quality TEK501E) Istanbul Technical University, Istanbul, Turkey
SIX SIGMA IN TEXTILE INDUSTRYSix Sigma:Six Sigma is a process improvement set of tools and strategies, originally developed by Motorola in 1986.Six Sigma became well known after Jack Welch made it a central focus of his business strategy at GeneralElectric in 1995,and today it is used in different sectors of industry. Six Sigma seeks to improve the qualityof process outputs by identifying and removing the causes of defects (errors) and minimizing variability inmanufacturing and business processes. It uses a set of quality management methods, including statisticalmethods, and creates a special infrastructure of people within the organization ("Champions","BlackBelts", "Green Belts","Orange Belts", etc...) who are experts in these very complex methods.Each SixSigma project carried out within an organization follows a defined sequence of steps and has quantifiedfinancial targets (cost reduction and/or profit increase).Six Sigma In Textiles:Textile industry being a field dealing with a lot of variations and defects in each process is the ideal placefor six sigma application, and speedy implementation of the right method will make a significant andsuccessful difference in many of the companies’ future, assert R Senthil Kumar and S Sundaresan.Textile is among the leading sectors in the Indian economy in terms of production, exports, employmentand contribution to the exchequer. India needs to reform its laws, modernise machinery and scale upcapacities to global level to exploit this opportunity. Apart from the above factors, the application ofmanagement techniques in the business will bring long-term stability in the market and better companyreputation. The paramount need for a paradigm shift is essential for today’s business scenario. Six sigmais such a management tool is viewed as a systematic, scientific, statistical and smarter approach to createquality innovation and total customer satisfaction. This paper emphasises the six sigma concepts andpossible area of six sigma applications in textile industry.Six Sigma – Definition:Six Sigma may be defined in several ways:• Tomkins defines Six Sigma to be “A programme aimed at the near-elimination of defects fromevery product, process and transaction.”• Harry defines Six Sigma to be “A strategic initiative to boost profitability, increase market shareand improve customer satisfaction through statistical tools that can lead to breakthrough quantumgains in quality.”Essence of six sigma: • Strategic tool which aims at eliminating defective output by bringing down the cost of qlty to zero • Drastically reduces inspection costs,defective costs,rework and rectification costs • Data and fact driven mgt approach with focus on cust • Rigorous analytical process oriented methodolgy
• Level of performance(3.4 dpmo) which reflects reduced defects• Mechanism which allows companies to inprove bottom line• Concept Linked With Qlty,Productivity And Cost• Metric which describes how well processes meet capability reqmnt• Set of statistical tools to help dmaic phases• Significantly improves profitability thyru capability improvement of processes• Empowers cost msrmnt and controlGoals of six sigma:• Defect reduction• Yield improvement• Improved customer services• Higher net income
Way of Approach in Traditional (old) and Six Sigma (New) methods:The essence of Six Sigma is the integration of four elements (customer, process, manpower and strategy)to provide management innovation. Six Sigma provides a scientific and statistical basis for qualityassessment for all processes through measurement of quality levels. The Six Sigma method allows us todraw comparisons among all processes, and tells how good a process is. Six sigma provides efficientmanpower cultivation and utilisation.3 Cs in Six Sigma Concept:• Change: Changing society• Customer: Power is shifted to customer and customer demand is high• Competition: Competition in quality and productivity
The pace of change during the last decade has been unprecedented, and the speed of change in this newmillennium is perhaps faster than ever before. Most notably, the power has shifted from producer tocustomer. The producer-oriented industrial society is over, and the customer-oriented informationsociety has arrived. Competition in quality and productivity has been ever-increasing. Second-rate qualitygoods cannot survive anymore in the market.Six Sigma Process Models:Six sigma facilitated proactive approach through rigorous measurement. Some six sigma modelsare given below. DMAIC is used to improve the existing process and DMADV is used to employthe new products.1. DMAIC (Define, Measure, Analyze, Improve, Control)• Define - Define the project goals and customer (internal and external) deliverables.• Measure - Measure the process to determine current performance.• Analyse - Analyse and determine the root causes of the defects.• Improve - Improve the process by eliminate defects.• Control - Control future process performance.2. DMADV (Define, Measure, Analyze, Design, Verify)• Define - Define the project goals and customer (internal and external) deliverables.• Measure - Measure and determine customer needs and specifications.• Analyze - Analyze the process options to meet the customer needs.• Design - Design (detailed) the process to meet the customer needs.• Verify - Verify the design performance and ability to meet customer needs.Critical Success Factors of Six sigma:The system needed to achieve Six Sigma creates a culture characterised by:• Customer centricity• Financial results• Management engagement• Resource commitment• Execution infrastructureSix Sigma - Organisational Structure:Seven Steps for Six SigmaWhen a company intends to introduce Six Sigma for its newmanagement strategy, the authors would like to recommend thefollowing seven-step procedures:
1. Top-level management commitment for Six Sigma is first and foremost. Then organise a SixSigma team and set up the long-term Six Sigma vision for the company.2. Start Six Sigma education for Champions first. Then start the education for White belt- WBs,Green Belt-GBs, Black Belt-BBs and MBBs in sequence.3. Choose the area in which Six Sigma will be first introduced.4. Deploy Critical to Quality - CTQs for all processes concerned. The most important is thecompany’s deployment of big CTQy from the standpoint of customer satisfaction. Appoint BBsas full-time project leaders and ask them to solve some important CTQ problems.5. Strengthen the infrastructure for Six Sigma, including measurement systems, statistical processcontrol (SPC), knowledge management (KM) and database management system (DBMS).6. Designate a Six Sigma day each month, and have the progress of Six Sigma reviewed by top-level management.7. Evaluate the company’s Six Sigma performance from the customers’ viewpoint, benchmark thebest company in the world, and revise the Six Sigma roadmap if necessary. Go to step 1 forfurther improvement.Possible Areas in Textile Industry for Six sigma application:Textile/Fashion Houses/Export Houses or Buying Houses have potential of applying Six Sigma infollowing improvement projects:1. Reducing rejections in shipments.2. Improving first sample approval percentages while working with buyer.3. Improving supplier evaluation processes.4. Improving AQL performance in shipments.5. Improving merchandiser performance.6. Reducing non conformances in audits by buyer.7. Improving processes at the source (including fabric purchase and inspection, stitching,embroidery, packing and shipping) to reduce rejections at later stages.8. Eliminating manufacturing errors/defect.Convincing apparel executives to accept the process, other than as a selling tool, has been a difficult task.About the only agreement reached is that every garment cannot be manufactured to the perfectspecification. However, the typical manufacturing plant is producing apparel at about a 3 sigma level with2.5 to 4% defects. That is 4 defects per 100 not the 3.4 defects per 1,000,000 produced by a Six Sigmamanufacturer. The gap is wide enough that significant improvement can be made in any such plant. Twofinancial facts are important to note.Historical studies have shown overall savings in the $10,000 to $20,000 range for an improvement of justone Sigma. Apparel managers are generally astounded by the “True Cost of Quality” in theirmanufacturing facility. Typically, these costs are hidden in overhead but include inspection and marking,sorting, transport, re-inspection, supervisor time, downstream operator repair, cleaning, and irregulars.
Therefore, any improvement in quality has a triple effect of reducing indirect labour, lowering total fabriccost, and improving customer satisfaction.Companies uses Six Sigma:DuPont uses the programme for its productivity and quality improvement strategies. It considers SixSigma a business-management process that concentrates on eliminating defects from work processes.The company now has more than 4,000 completed or in-process Six Sigma projects. Other textilecompanies, such as Burlington Industries, Collins and Aikman, and PGI have also started Six Sigmainitiatives.Seven basic SQC tools used in Six Sigma process:1. Cause and effect diagram2. Check sheet3. Control chart4. Histogram5. Pareto chart6. Scatter diagram7. StratificationConclusion:Six Sigma is a new strategic paradigm of management innovation for company survival in this21st century which implies three things such as statistical measurement, management strategy andquality culture. Six Sigma with its 4S (systematic, scientific, statistical and smarter) approachesprovides flexibility in managing a business unit. Textile industry being a field dealing with lot ofvariations and defects in each process is the exact place for six sigma application. The speedyimplementation of the right method will make a significant and successful difference in many ofthe companies’ future.References:1. Sung H Park: Six Sigma for Quality and Promotion, Asian Productivity Organization, 2003.2. Michael L George: Lean Six Sigma, McGraw Hill Publication.3. Six Sigma for the Apparel Industry by Richard Atwell, Manager of Education and EngineeringTextile Clothing Tech. Corp in Techexcange.com4. Timothy G Clapp PhD, A Blanton Godfrey PhD, Dale Greeson, Roy H Johnson PhD, ColemanRich and Cliff Seastrunk: Quality Initiatives Reshape the Textile Industry, Quality Digest..
Assignment On LEAN PRODUCTION ( TPM)Submitted To, Assoc. Prof. Dr. Miss. Hale Canbaz KarakaşSubmitted By, Zuhaib Hassan Student No. 503122807 Subject (Textile Quality TEK501E) Istanbul Technical University, Istanbul, Turkey