Welcome to the  Quality  and Productivity Seminar Host ;  Asif Hussain Senior Technical Manager NS Hong Kong
1982
Customer Mission Statement 09/07/11 NSL Quality Management Customer Mission Statement To Deliver Beautifully Designed, exc...
As the No.1 Supplier it is our responsibility “ To fulfill and exceed the expectations of our Customers”
Next Quality Expectations <ul><li>This presentation is to ensure suppliers are fully aware that we ship quality products o...
Over 500 Shops Over 150 Overseas   Stores More than US$2 m Directory  Customers www.next.co.uk
<ul><li>+20% Growth </li></ul><ul><ul><li>Over Last Two Years </li></ul></ul><ul><li>Strong Potential </li></ul><ul><ul><l...
Customer Profile  <ul><li>25-55 Years </li></ul><ul><li>Single / Family  </li></ul><ul><li>Aspire to Designed Product </li...
US$780 million per annum NS Global Sales Turnover Opportunity! NS HKG Sales Turnover US$280 million per annum Largest Sour...
Far East Region China Kazakhstan Nepal India Pakistan Afghanistan China Thailand Far East Region Sri Lanka Bangladesh Bhut...
The Role of NS and Our Suppliers <ul><ul><li>Deliver Great Product  </li></ul></ul><ul><ul><li>Deliver Great Value  </li><...
Code Of Practice 10. Effective management systems Ten Key Principles 1. No child labour 2. No forced labour 3. Freedom of ...
How will our business grow? <ul><ul><li>Great product offer  </li></ul></ul><ul><ul><li>Quick lead time </li></ul></ul><ul...
Biggest Single Challenge Today Price! (Not Sales) Give us the right price and we’ll get you the sale!
 
 
UK Warehouse Inspections <ul><li>All Next Suppliers are Categorised.  </li></ul><ul><li>The Category is based on Quality o...
UK Warehouse Inspections NEXT WAREHOUSE VIDEO
09/07/11 NSL Quality Management <ul><li>POOR QUALITY RETURNS </li></ul><ul><li>LATE DELIVERIES  </li></ul><ul><li>AIR FREI...
All Depts. - Close Internal Relationship Merchandise Dept. HR & Admin IT <ul><li>Provide system support (NPS, NSS, ILS etc...
Black Seal Grade Sample  Handover Development Sample Buying Sample Design Pack Garment PP  PP-Sample   (Production)   Stor...
PREVENTATIVE  PROACTIVE  QUALITY ASSURANCE
TEAMWORK AND GOOD COMMUNICATION TOGETHER WE CAN ACHIEVE ANYTHING
Fabric/Trims Sewing Cutting /Fusing /Bundling Additional Processes  Finishing/  Pressing /Packing Metal Detection Quality ...
IMPROVING PRODUCTIVITY
<ul><li>The objective of this meeting is to provide simplified guidelines to all QA and Factory Staff to ensure a systemat...
Next RAG Guidelines/Best Practices
<ul><li>Reduce Defects & Unnecessary Wastage </li></ul><ul><ul><li>Excess use of Raw material inputs </li></ul></ul><ul><u...
<ul><li>Efficient Utilization of Equipment & Space </li></ul><ul><ul><li>By Eliminating  “Bottle necks” </li></ul></ul><ul...
<ul><li>Increased Output </li></ul><ul><ul><li>With Reduced Lead Times </li></ul></ul><ul><ul><li>Increased Labour Product...
<ul><li>SHORTER LEAD TIME </li></ul><ul><li>LOWER RISK </li></ul><ul><li>LESS COST </li></ul><ul><li>MORE PROFIT </li></ul...
Who Uses..?
How can we get there too…?
90 % of Teachings are the same
<ul><li>A motivating influence; stimulus;encouragement </li></ul><ul><li>An additional “reward” made to employees as a mea...
<ul><li>All Improvement Systems emphasize  “Ways of Thinking”-  Not just New Practices </li></ul><ul><li>Every Employee is...
<ul><li>Ultimate Objective of Continuous Improvement is Human Development </li></ul><ul><li>The real power is when everyon...
The 2 nd  Biggest Change   “Management Style” NO BACK STABBING NO SHOUTING  NO HIDING NO ARGUEMENTS BE APPROACHABLE TEAM  ...
WE CAN TEACH EACH OTHER WE CAN GUIDE AS LEADERS The Difference we Can Make
<ul><li>TAKES TIME </li></ul><ul><li>COSTS MONEY </li></ul>EVERYTHING
<ul><li>Costs to borrow Money </li></ul><ul><li>Insurance </li></ul><ul><li>Space </li></ul><ul><li>Loss due to damaged go...
<ul><li>Inventory is  NOT an ASSET </li></ul><ul><li>Inventory is a “ LIABILITY” </li></ul><ul><li>GOAL = Minimize Invento...
<ul><li>Value Added (VA) </li></ul><ul><ul><li>Transforms material or Information to meet the true desires and requirement...
<ul><li>Looking for Parts </li></ul><ul><li>Sewing Products </li></ul><ul><li>Searching for Info </li></ul><ul><li>Communi...
<ul><li>During 1 st  steps of ALL Improvement efforts: </li></ul><ul><li>By reducing 5% of  Value Added  activities.? </li...
<ul><li>Anything that does “ NOT ADD VALUE”  is  WASTE ……..!!! </li></ul><ul><li>… and must be  REDUCED  or  ELIMINATED </...
<ul><li>Overproduction </li></ul><ul><li>Defects </li></ul><ul><li>Inventory </li></ul><ul><li>Transportation </li></ul><u...
<ul><li>Lack of “Tools”  </li></ul><ul><li>Mis-information </li></ul><ul><li>Underutilized People </li></ul><ul><li>Over p...
<ul><li>Zero G/Seal </li></ul><ul><li>Zero Insp. Fail </li></ul><ul><li>Zero Waste  </li></ul><ul><li>Zero Defects </li></...
<ul><li>Set ups </li></ul><ul><li>Sales quotes </li></ul><ul><li>Response (QRS) </li></ul><ul><li>Delivery Date promising ...
<ul><li>Vastly improved Process efficiency </li></ul><ul><li>20-40% increase in  Productivity </li></ul><ul><li>70-90% imp...
Process of Kaizen
Streamlining Process Flow One way flow In-line QC In In Out In In VS QC QC In In Out In In
Workers Skill Matrix
Efficiency Charts
HELPS TO DISPLAY INTERNAL EFFICIENCY BETWEEN WORKERS IN DIFFERENT SEWING LINES Efficiency Charts
SOME FACTORIES HAVE “LIVE”/ ”REAL TIME” PROGRESS USING TECHNOLOGY Efficiency Charts
PRESSING STANDARD ON DISPLAY FOR WORKERS AT PRESSING AREA PRESSING/VISUAL STANDARD ON DISPLAY FOR WORKERS AT INSPECTION AR...
GARMENTS ARE STACKED & MESSY BEFORE PRESSING  GARMENTS NEATLY STACKED  BEFORE PRESSING  LESS COST….LESS TIME…AS PER VISUAL...
After Pressing WIP After Pressing WIP
FABRIC IS STACKED UP TOO HIGH FOR RELAXING BEFORE CUTTING… MANY ROLLS  FABRIC IS STORED ON RACKS FOR RELAXING BEFORE CUTTI...
Fabric Relaxation  (Jersey / Knit / Stretch Denim) FABRIC IS STORED ON RACKS FOR RELAXING BEFORE CUTTING… ONE ROLL PER SHE...
BIG PIECE WASTAGE SMALL  WASTAGE POOR LAYING CHECK BULK MARKER AGAIN Cutting Room Wastages
CUT PANELS ARE STACKED UP TOO HIGH AFTER RELAXING….!!!! CUT BUNDLES STACKED UP TOO HIGH AND MIXED UP BEFORE SEWING  AFTER ...
<ul><li>TOO MANY  </li></ul><ul><li>DEFECTED CUT PANELS </li></ul><ul><li>LESS GARMENTS </li></ul><ul><li>REPLENISH FABRIC...
<ul><li>WIP STACKED UP TOO HIGH </li></ul><ul><li>WORKER NEEDS SUPPORT..? </li></ul><ul><li>WORKER TOO SLOW..? </li></ul><...
<ul><li>WIP STACKED UP TOO HIGH </li></ul><ul><li>WORKER NEEDS SUPPORT..? </li></ul><ul><li>WORKER TOO SLOW..? </li></ul><...
A GOOD METHOD TO KEEP MACHINES FROM COLLECTING RESIDUE FROM THREADS Keeping Machines Clean
DOUBLE CHECK MACHINE CHECKLIST Keeping Machines Clean
GUIDE IS INCORRECT TO SPEC FACTORY QC PASSED..!!! Accurate Inspections
1 3 2 4 6 5 8 7 9 <ul><li>CHECK ALL AROUND GARMENTS </li></ul><ul><li>FRONT </li></ul><ul><li>BACK </li></ul><ul><li>INSID...
MAJOR DEFECT POINTS CLEARLY HIGHLIGHTED FOR WORKERS AT INSPECTION TABLES HOW TO MEASURE GUIDELINES   HIGHLIGHTED FOR WORKE...
Appraisal and Monitoring Waiting Time Internal Corrections Transportation Underutilized People Inventory Non Value Added P...
How can NS support more..?
NSL QC/ SENIOR HK STAFF DEMONSTRATING FINAL INSPECTION TO FACTORY QA/QC SENIOR HK STAFF EXPLAINING NEXT & QCC PROCEDURES T...
SENIOR HK STAFF CONDUCTING TRAINING SEMINAR TO FACTORY STAFF NS training the Factory
TO BE THE BEST GARMENT  MANUFACTURER IN THE WORLD FACTORY’S GOAL
Customer Mission Statement 09/07/11 NSL Quality Management Customer Mission Statement To Deliver Beautifully Designed, Exc...
Q & A
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  • Ask the audience: Do they know what the mission statement of our customer is? Do they understand the statement? What does this mean to NSL?
  • Presenter Otto
  • Ask the audience: Do they know what the mission statement of our customer is? Do they understand the statement? What does this mean to NSL?
  • Global qa conference updated

    1. 1. Welcome to the Quality and Productivity Seminar Host ; Asif Hussain Senior Technical Manager NS Hong Kong
    2. 2. 1982
    3. 3. Customer Mission Statement 09/07/11 NSL Quality Management Customer Mission Statement To Deliver Beautifully Designed, excellent quality Clothing and Home ware quickly, reliably and at Market Leading Prices .
    4. 4. As the No.1 Supplier it is our responsibility “ To fulfill and exceed the expectations of our Customers”
    5. 5. Next Quality Expectations <ul><li>This presentation is to ensure suppliers are fully aware that we ship quality products on time to meet or exceed our Customers expectations and within specified cost </li></ul><ul><li>This presentation is to ensure suppliers are fully aware that we ship quality products on time to meet or exceed our Customers expectations and within specified cost </li></ul>
    6. 6. Over 500 Shops Over 150 Overseas Stores More than US$2 m Directory Customers www.next.co.uk
    7. 7. <ul><li>+20% Growth </li></ul><ul><ul><li>Over Last Two Years </li></ul></ul><ul><li>Strong Potential </li></ul><ul><ul><li>For Continued Expansion </li></ul></ul>
    8. 8. Customer Profile <ul><li>25-55 Years </li></ul><ul><li>Single / Family </li></ul><ul><li>Aspire to Designed Product </li></ul><ul><li>Modern Thinking </li></ul><ul><li>Stylish </li></ul><ul><li>Value & Quality Conscious </li></ul>
    9. 9. US$780 million per annum NS Global Sales Turnover Opportunity! NS HKG Sales Turnover US$280 million per annum Largest Sourcing Office
    10. 10. Far East Region China Kazakhstan Nepal India Pakistan Afghanistan China Thailand Far East Region Sri Lanka Bangladesh Bhutan Burma Laos Vietnam Cambodia Taiwan Korea Japan Russia Buying Office VM Office Sample Room Warehouse Production Quality Hub Laboratory Shanghai Donguaan Fuyong Hong Kong Hong Kong Shanghai Donguaan Shenzhen Design Studio Bangkok NSL Head Office Regional HQ
    11. 11. The Role of NS and Our Suppliers <ul><ul><li>Deliver Great Product </li></ul></ul><ul><ul><li>Deliver Great Value </li></ul></ul><ul><li>Sustain Margins </li></ul><ul><ul><li>Deliver Great Service </li></ul></ul><ul><ul><li>Deliver Best Lead-time </li></ul></ul>We have to win ALL of our business, there are no free rides! <ul><ul><li>Deliver Great Quality   </li></ul></ul>
    12. 12. Code Of Practice 10. Effective management systems Ten Key Principles 1. No child labour 2. No forced labour 3. Freedom of association 4. Healthy & safe working conditions 5. Reasonable wages and benefits 6. Reasonable working hours 7. Equal opportunities 8. Employment security 9. Respectful treatment of employees
    13. 13. How will our business grow? <ul><ul><li>Great product offer </li></ul></ul><ul><ul><li>Quick lead time </li></ul></ul><ul><ul><li>Good working partnerships </li></ul></ul><ul><ul><li>Know strength & weakness </li></ul></ul><ul><li>Be customer focused </li></ul><ul><ul><li>Evaluate our competition </li></ul></ul><ul><ul><li>Be prepared to improve </li></ul></ul>
    14. 14. Biggest Single Challenge Today Price! (Not Sales) Give us the right price and we’ll get you the sale!
    15. 17. UK Warehouse Inspections <ul><li>All Next Suppliers are Categorised. </li></ul><ul><li>The Category is based on Quality of deliveries </li></ul><ul><li>The Categories are A , B or D </li></ul><ul><li>A = < less than 0.5% STS fail. </li></ul><ul><li>B = < less than 1.0% STS fail. </li></ul><ul><li>D = > more than 1.0% fail. </li></ul><ul><li>All NS SUPPLIERS should be A Grade </li></ul>
    16. 18. UK Warehouse Inspections NEXT WAREHOUSE VIDEO
    17. 19. 09/07/11 NSL Quality Management <ul><li>POOR QUALITY RETURNS </li></ul><ul><li>LATE DELIVERIES </li></ul><ul><li>AIR FREIGHT CHARGES, </li></ul><ul><li>CRUSHED CARTONS, </li></ul><ul><li>STS CLAIMS (REWORKS/REJECTS) </li></ul><ul><li>COST OF FAILURE </li></ul><ul><li>USD 1,943,500 </li></ul>
    18. 20. All Depts. - Close Internal Relationship Merchandise Dept. HR & Admin IT <ul><li>Provide system support (NPS, NSS, ILS etc) </li></ul><ul><li>Maintain computer system performance </li></ul>Accounts Shipping <ul><li>Arrange product delivery in a smooth operation </li></ul><ul><li>Maintain proper sample handling </li></ul><ul><li>Control Quality to meet standard </li></ul><ul><li>Provide Technical Advice and support </li></ul><ul><li>Provide fabric test service </li></ul><ul><li>(Base Test, Bulk Fabric Test, Garment Test) </li></ul>Technical <ul><li>Provide in fabric sourcing, evaluation of fabric mills & fabric technology </li></ul>Code of Practice <ul><li>Code of Practice compliance </li></ul>Product Dev. & Design <ul><li>Virtual manufacturing Centre in Shenzhen </li></ul><ul><li>Supports the Product Development need of HK and shanghai </li></ul><ul><li>Manages and controls bulk garment production </li></ul><ul><li>Look at new fabric possibilities </li></ul><ul><li>and new fashion trends </li></ul>VM Centre in Fuyong
    19. 21. Black Seal Grade Sample Handover Development Sample Buying Sample Design Pack Garment PP PP-Sample   (Production) Store Audits White Seal Fit Sample In-line/ End-of-line Inspection Gold Seal Final Inspection Warehouse Fabric PP REWORK REJECTS MFRN’s Product Cycle - Design Pack to Consumer
    20. 22. PREVENTATIVE PROACTIVE QUALITY ASSURANCE
    21. 23. TEAMWORK AND GOOD COMMUNICATION TOGETHER WE CAN ACHIEVE ANYTHING
    22. 24. Fabric/Trims Sewing Cutting /Fusing /Bundling Additional Processes Finishing/ Pressing /Packing Metal Detection Quality Planning / Pre Production communication Simply-Walk the Process
    23. 25. IMPROVING PRODUCTIVITY
    24. 26. <ul><li>The objective of this meeting is to provide simplified guidelines to all QA and Factory Staff to ensure a systematic and clear path is followed from the introduction of a new style through to the final shipment. </li></ul>09/07/11 NSL Quality Management The objective of this meeting is to provide simplified guidelines to all QA and Factory Staff to ensure a systematic and clear path is followed from the introduction of a new style through to the final shipment .
    25. 27. Next RAG Guidelines/Best Practices
    26. 28. <ul><li>Reduce Defects & Unnecessary Wastage </li></ul><ul><ul><li>Excess use of Raw material inputs </li></ul></ul><ul><ul><li>Preventable defects </li></ul></ul><ul><ul><li>Costs related to re processing defective pieces </li></ul></ul><ul><ul><li>Unnecessary product characteristics NOT required by customer </li></ul></ul><ul><li>Reduce “Time” </li></ul><ul><ul><li>Reduce “Manufacturing Lead Time” </li></ul></ul><ul><ul><li>Reduce “Production Cycle Time” </li></ul></ul><ul><ul><li>By Reducing “Waiting Time” between processing stages </li></ul></ul><ul><ul><li>As well as “Process preparation Time” & “Product conversion Time”( VAS etc) </li></ul></ul><ul><li>Inventory Levels </li></ul><ul><ul><li>Minimize Inventory Levels at ALL stages of production </li></ul></ul><ul><ul><li>Esp. WIP between production stages </li></ul></ul><ul><ul><li>Controlled inventories mean controlled Costs /capital </li></ul></ul>Improving Productivity
    27. 29. <ul><li>Efficient Utilization of Equipment & Space </li></ul><ul><ul><li>By Eliminating “Bottle necks” </li></ul></ul><ul><ul><li>Maximizing Rate of Production using existing machinery </li></ul></ul><ul><ul><li>Minimize “ Machine Down time” (Repair/Maintenance etc) </li></ul></ul><ul><li>Flexibility </li></ul><ul><ul><li>Produce a more Flexible Range of products with : </li></ul></ul><ul><ul><ul><li>Minimum Change-over Costs </li></ul></ul></ul><ul><ul><ul><li>Minimum Changeover Time </li></ul></ul></ul><ul><li>Labour Productivity </li></ul><ul><ul><li>Reduce Idle time of workers </li></ul></ul><ul><ul><li>Workers execute maximum & effective effort </li></ul></ul><ul><ul><ul><li>NOT doing unnecessary Tasks </li></ul></ul></ul><ul><ul><ul><li>NOT doing unnecessary Motions </li></ul></ul></ul>Improving Productivity
    28. 30. <ul><li>Increased Output </li></ul><ul><ul><li>With Reduced Lead Times </li></ul></ul><ul><ul><li>Increased Labour Productivity </li></ul></ul><ul><ul><li>Elimination of “Bottlenecks” </li></ul></ul><ul><ul><li>Minimal “Machine Downtime” </li></ul></ul>Improving Productivity LEAN STAGE 1 LEAN STAGE 3 LEAN STAGE 3 LEAN STAGE 4 LEAN STAGE 2 TARGET
    29. 31. <ul><li>SHORTER LEAD TIME </li></ul><ul><li>LOWER RISK </li></ul><ul><li>LESS COST </li></ul><ul><li>MORE PROFIT </li></ul>Benefits
    30. 32. Who Uses..?
    31. 33. How can we get there too…?
    32. 34. 90 % of Teachings are the same
    33. 35. <ul><li>A motivating influence; stimulus;encouragement </li></ul><ul><li>An additional “reward” made to employees as a means of increasing production and maintain standards </li></ul><ul><li>Time Frame set in which target is to be completed </li></ul><ul><li>Can be used in </li></ul><ul><ul><li>Cutting </li></ul></ul><ul><ul><li>Sewing </li></ul></ul><ul><ul><li>Rework </li></ul></ul><ul><ul><li>Ironing </li></ul></ul><ul><ul><li>Packing </li></ul></ul><ul><ul><li>Safety Audits / MD </li></ul></ul>Bonus Incentives
    34. 36. <ul><li>All Improvement Systems emphasize “Ways of Thinking”- Not just New Practices </li></ul><ul><li>Every Employee is Hired to </li></ul><ul><li>Use their “MIND” </li></ul><ul><li>– and not just their Body </li></ul>The Biggest Change of All
    35. 37. <ul><li>Ultimate Objective of Continuous Improvement is Human Development </li></ul><ul><li>The real power is when everyone is applying “Lean Thinking” to their work everyday </li></ul><ul><li>And when everyone is Thinking of New Ideas everyday </li></ul>The Biggest Change of All
    36. 38. The 2 nd Biggest Change “Management Style” NO BACK STABBING NO SHOUTING NO HIDING NO ARGUEMENTS BE APPROACHABLE TEAM WORK
    37. 39. WE CAN TEACH EACH OTHER WE CAN GUIDE AS LEADERS The Difference we Can Make
    38. 40. <ul><li>TAKES TIME </li></ul><ul><li>COSTS MONEY </li></ul>EVERYTHING
    39. 41. <ul><li>Costs to borrow Money </li></ul><ul><li>Insurance </li></ul><ul><li>Space </li></ul><ul><li>Loss due to damaged goods and defects </li></ul><ul><li>Cost to “ Count” inventory </li></ul><ul><ul><li>(OVER AND OVER) </li></ul></ul><ul><li>Cost to “ Move” inventory </li></ul><ul><ul><li>(OVER AND OVER) </li></ul></ul>Cost of Inventory
    40. 42. <ul><li>Inventory is NOT an ASSET </li></ul><ul><li>Inventory is a “ LIABILITY” </li></ul><ul><li>GOAL = Minimize Inventory </li></ul><ul><li>EXCESSIVE: </li></ul><ul><li>RAW MATERIALS </li></ul><ul><li>SEMI MADE GOODS </li></ul><ul><li>DEFECTS </li></ul><ul><li>STAFF </li></ul><ul><li>OVERPRODUCTION </li></ul><ul><li>TOO MANY MACHINES </li></ul>The Accountants have it Wrong
    41. 43. <ul><li>Value Added (VA) </li></ul><ul><ul><li>Transforms material or Information to meet the true desires and requirements of customer </li></ul></ul><ul><li>Non Value Added (NVA) </li></ul><ul><ul><li>C ontrol (Poor) </li></ul></ul><ul><ul><li>I nformation (Lack or incorrect) </li></ul></ul><ul><ul><li>A dministration (Poor or disorganized) </li></ul></ul><ul><ul><li>O ther (Poor execution,listening,argue etc) </li></ul></ul>CIAO = GOOD BYE = REMOVE All Work is either…
    42. 44. <ul><li>Looking for Parts </li></ul><ul><li>Sewing Products </li></ul><ul><li>Searching for Info </li></ul><ul><li>Communication </li></ul><ul><li>Delayed response </li></ul><ul><li>Rework </li></ul><ul><li>Shouting </li></ul><ul><li>Passing partial info </li></ul><ul><li>Incomplete Blue File </li></ul><ul><li>Testing </li></ul><ul><li>Transparency </li></ul><ul><li>Quick Response </li></ul><ul><li>Visual Standards </li></ul><ul><li>Working individually </li></ul><ul><li>Finger pointing </li></ul><ul><li>Entering Data </li></ul><ul><li>Training </li></ul><ul><li>Listening </li></ul>Which of these Activities Add value..?
    43. 45. <ul><li>During 1 st steps of ALL Improvement efforts: </li></ul><ul><li>By reducing 5% of Value Added activities.? </li></ul><ul><li>OR </li></ul><ul><li>By reducing 95% of Non Value Added activities.? </li></ul>Where are the Biggest benefits..?
    44. 46. <ul><li>Anything that does “ NOT ADD VALUE” is WASTE ……..!!! </li></ul><ul><li>… and must be REDUCED or ELIMINATED </li></ul>The No. 1 Fundamental Principle of Improvement
    45. 47. <ul><li>Overproduction </li></ul><ul><li>Defects </li></ul><ul><li>Inventory </li></ul><ul><li>Transportation </li></ul><ul><li>Waiting </li></ul><ul><li>Motion </li></ul><ul><li>Non Value Added Processes </li></ul>7 main “Wastes”
    46. 48. <ul><li>Lack of “Tools” </li></ul><ul><li>Mis-information </li></ul><ul><li>Underutilized People </li></ul><ul><li>Over processing </li></ul><ul><li>Corrections </li></ul><ul><li>STS/Reworks/Rejects/Returns/CFS </li></ul>More “Wastes” More “Wastes”
    47. 49. <ul><li>Zero G/Seal </li></ul><ul><li>Zero Insp. Fail </li></ul><ul><li>Zero Waste </li></ul><ul><li>Zero Defects </li></ul><ul><li>Zero Scrap </li></ul><ul><li>Zero Rework </li></ul><ul><li>Zero Downtime </li></ul><ul><li>Zero Inventory </li></ul><ul><li>Zero handling </li></ul><ul><li>Zero mistakes </li></ul><ul><li>Zero Absence </li></ul><ul><li>Zero Dishonesty </li></ul>ZERO % GOAL= Get even closer to Zero
    48. 50. <ul><li>Set ups </li></ul><ul><li>Sales quotes </li></ul><ul><li>Response (QRS) </li></ul><ul><li>Delivery Date promising </li></ul><ul><li>Production Process Time </li></ul><ul><li>P/O Lead Times </li></ul><ul><li>Outsourcing </li></ul><ul><li>Engineering Changes </li></ul><ul><li>Time to Market </li></ul><ul><li>Returns </li></ul><ul><li>Repairs </li></ul><ul><li>Data Collection </li></ul><ul><li>Data analysis </li></ul><ul><li>Period End close </li></ul>ZERO % GOAL= Get even closer to Zero Process Times
    49. 51. <ul><li>Vastly improved Process efficiency </li></ul><ul><li>20-40% increase in Productivity </li></ul><ul><li>70-90% improvement in Lead Time </li></ul><ul><li>40-60% reduction in Floor Space </li></ul><ul><li>50-70% reduction of WIP </li></ul><ul><li>40-70% improvement in Quality </li></ul>Benefits of “Flow”
    50. 52. Process of Kaizen
    51. 53. Streamlining Process Flow One way flow In-line QC In In Out In In VS QC QC In In Out In In
    52. 54. Workers Skill Matrix
    53. 55. Efficiency Charts
    54. 56. HELPS TO DISPLAY INTERNAL EFFICIENCY BETWEEN WORKERS IN DIFFERENT SEWING LINES Efficiency Charts
    55. 57. SOME FACTORIES HAVE “LIVE”/ ”REAL TIME” PROGRESS USING TECHNOLOGY Efficiency Charts
    56. 58. PRESSING STANDARD ON DISPLAY FOR WORKERS AT PRESSING AREA PRESSING/VISUAL STANDARD ON DISPLAY FOR WORKERS AT INSPECTION AREA Visual Standards and WIP
    57. 59. GARMENTS ARE STACKED & MESSY BEFORE PRESSING GARMENTS NEATLY STACKED BEFORE PRESSING LESS COST….LESS TIME…AS PER VISUAL STANDARD Visual Standards and WIP
    58. 60. After Pressing WIP After Pressing WIP
    59. 61. FABRIC IS STACKED UP TOO HIGH FOR RELAXING BEFORE CUTTING… MANY ROLLS FABRIC IS STORED ON RACKS FOR RELAXING BEFORE CUTTING… ONE ROLL PER SHELF GOOD/CONSISTENT MEASUREMENTS…AS PER SIZE SPEC Fabric Relaxation (Jersey / Knit / Stretch Denim)
    60. 62. Fabric Relaxation (Jersey / Knit / Stretch Denim) FABRIC IS STORED ON RACKS FOR RELAXING BEFORE CUTTING… ONE ROLL PER SHELF GOOD/CONSISTENT MEASUREMENTS…AS PER SIZE SPEC Fabric Relaxation (Jersey / Knit / Stretch Denim)
    61. 63. BIG PIECE WASTAGE SMALL WASTAGE POOR LAYING CHECK BULK MARKER AGAIN Cutting Room Wastages
    62. 64. CUT PANELS ARE STACKED UP TOO HIGH AFTER RELAXING….!!!! CUT BUNDLES STACKED UP TOO HIGH AND MIXED UP BEFORE SEWING AFTER RELAXING….!!!! BAD MEASUREMENTS…SHADING/DAMAGE/REWORK/SHORTSHIPMENT After Cutting WIP
    63. 65. <ul><li>TOO MANY </li></ul><ul><li>DEFECTED CUT PANELS </li></ul><ul><li>LESS GARMENTS </li></ul><ul><li>REPLENISH FABRIC </li></ul><ul><li>MORE TIME </li></ul><ul><li>ORDER DELAY </li></ul><ul><li>LESS PROFIT </li></ul>NEED TO HAVE BETTER /MORE % FABRIC INSPECTION BEFORE CUTTING After Cutting Panel Inspection
    64. 66. <ul><li>WIP STACKED UP TOO HIGH </li></ul><ul><li>WORKER NEEDS SUPPORT..? </li></ul><ul><li>WORKER TOO SLOW..? </li></ul><ul><li>WIP STACKED UP TOO HIGH </li></ul><ul><li>SUPERVISOR NOT LOOKING AT WIP </li></ul><ul><li>TOO BUSY “LOOKING GOOD” </li></ul><ul><li>INCORRECT ATTITUDE </li></ul>LOW MORAL / NO ENERGY……….DELAY SHIPMENTS/LOSS OF PROFIT After Cutting Panel Inspection Highlight “Bottlenecks” (WIP TOO HIGH)
    65. 67. <ul><li>WIP STACKED UP TOO HIGH </li></ul><ul><li>WORKER NEEDS SUPPORT..? </li></ul><ul><li>WORKER TOO SLOW..? </li></ul><ul><li>WIP STACKED UP TOO HIGH </li></ul><ul><li>WORKER NEEDS SUPPORT </li></ul><ul><li>WORKER TIRED..? </li></ul><ul><li>WORKER UNHAPPY..? </li></ul>LOW MORAL / NO ENERGY……….DELAY SHIPMENTS/LOSS OF PROFIT Highlight “Bottlenecks” (WIP TOO HIGH)
    66. 68. A GOOD METHOD TO KEEP MACHINES FROM COLLECTING RESIDUE FROM THREADS Keeping Machines Clean
    67. 69. DOUBLE CHECK MACHINE CHECKLIST Keeping Machines Clean
    68. 70. GUIDE IS INCORRECT TO SPEC FACTORY QC PASSED..!!! Accurate Inspections
    69. 71. 1 3 2 4 6 5 8 7 9 <ul><li>CHECK ALL AROUND GARMENTS </li></ul><ul><li>FRONT </li></ul><ul><li>BACK </li></ul><ul><li>INSIDE </li></ul>360 Degree Quality Review
    70. 72. MAJOR DEFECT POINTS CLEARLY HIGHLIGHTED FOR WORKERS AT INSPECTION TABLES HOW TO MEASURE GUIDELINES HIGHLIGHTED FOR WORKERS AT INSPECTION TABLES Guides at Inspection Tables
    71. 73. Appraisal and Monitoring Waiting Time Internal Corrections Transportation Underutilized People Inventory Non Value Added Processes Defects Overproduction Timescale Difference % Appraisal Measurements Current Measurement Dept
    72. 74. How can NS support more..?
    73. 75. NSL QC/ SENIOR HK STAFF DEMONSTRATING FINAL INSPECTION TO FACTORY QA/QC SENIOR HK STAFF EXPLAINING NEXT & QCC PROCEDURES TO FACTORY QC / LOGISTICS WORKERS IN FACTORY NS training the Factory
    74. 76. SENIOR HK STAFF CONDUCTING TRAINING SEMINAR TO FACTORY STAFF NS training the Factory
    75. 77. TO BE THE BEST GARMENT MANUFACTURER IN THE WORLD FACTORY’S GOAL
    76. 78. Customer Mission Statement 09/07/11 NSL Quality Management Customer Mission Statement To Deliver Beautifully Designed, Excellent Quality Clothing and Home ware quickly, reliably and at Market Leading Prices .
    77. 79. Q & A

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