LSS in Textile Industry

SYNOPSIS PRESENTATION
Integration of
Lean Six Sigma and Industry 4.0 Tools
to Manage Quality in
Indian Textile Industry
By
ASHWANI SHARMA
11199517 (June, 2020)
Under Supervision of
Dr.Bikram Jit Singh

11/22/2021 Designed by PoweredTemplate.com 2
INTRODUCTION
LITERATURE REVIEW
RESEARCH GAPS
PROBLEM FORMULATION
RESEARCH OBJECTIVES
PROPOSED METHODOLOGY
RESEARCH PLAN
FUTURE SCOPE
REFERNCES

1.Papers Published in International Journals
Ashwani Sharma and Bikram Jit Singh (2020), “Evolution of Industrial Revolution: A
Review”, International Journal of Innovative Technology and Exploring Engineering, Vol.
9, No. 11, pp. 66-73.
2.Papers Accepted in International Journals
Ashwani Sharma and Bikram Jit Singh (2020), “Understanding Lean Six Sigma 4.0
through Golden Circle Model”, International Journal of Emerging Technologies in
Learning (In Press).
Ashwani Sharma and Bikram Jit Singh (2020), “Fourth industrial revolution: a way to
improve textile industry performance”, International Journal of Mechanical Science (In
Press).
3.Papers Presented in International Conferences
Ashwani Sharma and Bikram Jit Singh (2020), “Unleashing Lean six Sigma 4.0 Quality
Approaches through Golden Circle Model”, CIMS-2020 Organized By NIT Jalandhar.

Status of Indian Textile Industry
• The textile industry in India traditionally, after agriculture, is the
only industry that has generated huge employment for both
skilled and unskilled labour in textiles .
• In 2000, the Government of India passed the National Textile
Policy.
• The decentralised power looms/ hosiery and knitting sector
forms the largest component in the textiles sector.
• India’s textiles industry contributed 7% of the industry output (in
value terms) in FY19. It contributed 2% to the GDP of India and
employed more than 45 million people in FY19.
• The sector contributed 15% to India’s export earnings in FY19.
Textiles industry has around 4.5 crore employed workers
including 35.22 lakh hand loom workers across the country.
• The industry (including dyed and printed) attracted Foreign
Direct Investment (FDI) worth US$ 3.44 billion from April 2000
to March 2020 .

Indian government has come up with a number of export promotion policies
for the textiles sector [6]. It has also allowed 100% FDI in the sector under the
automatic route. Initiatives taken by Government of India are:
• On September 2, 2020, the Union Cabinet approved signing an MOU
between textile committee, India and M/s Nissenken Quality Evaluation
Centre Japan, for improving quality and testing Indian textiles and clothing
for the Japanese market.
• Under Union Budget 2020–21, a National Technical Textiles Mission is
proposed for a period from 2020–21 to 2023–24 at an estimated outlay of
Rs 1,480 crore (US$ 211.76 million) [8].
• The Government announced a special package of US$ 31 billion to boost
export, create one crore job opportunity and attract investment worth Rs
80,000 crore (US$ 11.93 billion) during 2018–2020.
• The Government of India has taken several measures including Amended
Technology Up-gradation Fund Scheme (A-TUFS), estimated to create
employment for 35 lakh people and enable investment worth Rs 95,000
crore (US$ 14.17 billion) by 2022.
• Integrated Wool Development Programme (IWDP) was approved by
Government of India to provide support to the wool sector, starting from
wool rearer to end consumer, with an aim to enhance quality and increase
production during 2017–18 and 2019–20.

(A Complex Supply Chain)

Flow Chart of
Spinning
Blowroom
↓
Carding
↓
Drawing
↓
Combing
↓
Drawing
↓
Roving Manufacturing
↓
Ring Spinnin
Flow Chart of Weaving
Yarn from spinning
section
↓
Doubling and Twisting
↓
Winding
↓
Creeling
↓
Warping
↓
Sizing
↓
Winding on weavers
beam
↓
Weaving
Flow Chart of Textile
Finishing
Dewatering
↓
Slitting
↓
Stentering
↓
Compacting
↓
Final inspection
↓
Packing
↓
Bailing
↓
Delivery

Review the Challenges before Indian Textile Industry
• The Indian Textile Sector is losing to competition because of
lack of FTAs (Free Trade Agreements) with the EU and the USA.
• The small scale of business is making it difficult for textile
manufacturers to compete on cost with players from outside
[12].
• India is facing huge competition from other countries in
Ready-made Garment (RMG) Exports, particularly cotton. And
while the world of fashion is moving towards “Blends”,
• Textile imports from Vietnam and Bangladesh are cheaper for
buyers across the world.There is fierce competition from China
and Sri Lanka in the low-price garment market [13].
• The Indian textile industry has its own limitations such as
access to the latest technology and failures to meet global
standards in the highly competitive export market [14].

Review of Challenges before Indian Textile Industry
• Shortage in supply of raw material. Quality of raw material
like Indian cotton etc. Moreover higher cost of raw material
as compare to China, Bangladesh and Burma is a major
concern.
• The fashion industry’s demand for textiles is rising faster
than capability and capacities of Indian manufacturers
[15].
• High wastage or scrap due to poor quality of machines,
process and manpower resources etc.
• Another challenge is the low quality of India’s
infrastructure, which continues to lag behind that of many
other Asian countries. Indian fashion retail industry is hit by
infrastructural bottlenecks due to the poor conditions of
roads, highways and Power Supply etc.
• Low level of reliability in the fulfillment of delivery
deadlines, high transaction costs, high interest rates and
low level of direct foreign investments despite the efforts
made to attract them [14].

Review of Prevailing Quality Management Technologies
In such a scenario, a Quality Management System (QMS) can help
manufacturers to standardize processes, adopt best industry practices,
and improve various Quality Issues [16].
S.
No
Prevailing Tools/Techniques
for Quality Assurance Brief Description
1 TOTAL QUALITY MANAGEMENT
TQM is a technique in which an organization continuously increases its
ability to provide quality products to its customers. TQM can be defined as ‘A
Comprehensive’, ‘Organization-Wide’, ‘Effort to Improve the Quality of
Products and Services’. In contrast to traditional approach of measuring
product’s (garments, panels, etc.) quality, which relegates quality checker’s
job to mere segregation of correct and incorrect garments/panels, TQM aims
at developing processes, (through standardizing and adapting best industry
practices) which can deliver products that conform to the customer’s
specifications [19].
2
QUALITY CONTROL OR
7QC TOOLS
Quality of product is improved by using seven major tools of quality i.e.
Cause & effect diagram (fishbone diagram), Control chart, Scatter
diagram, (alternately, flow chart or run chart), Check sheet, Pareto chart,
Histogram, Stratification [20]
3 LEAN/AGILE MANUFACTURING
It is a technique for waste elimination in a manufacturing process. Lean is
aiming on making systematic processes which can add the value of the
product. Lean tools like Kaizen, Theory of Constraints, 5S, SMED, CI etc. are
used to reduce all 8 types of wastes [21].

4 SIX SIGMA
It is a powerful technique for the improvement of process. There are
99.99966% statistical chances in six sigma technique to produce a defect free
product [22].
5 LEAN SIX SIGMA
It is a technique which is a combination of Lean and Six Sigma. It attacks not
only on waste reduction but it also look at defect reduction as far as quality of
product or process is concerned [23].
6 INDUSTRY 4.0 Tools
In this Information & Technology Age, an introduction of Smart
manufacturing and cloud-based manufacturing causes the latest industrial
revolution known as Industry 4.0, where the organisation has the total control
over the entire value chain of the life cycle of products through nine cutting
edge IT technologies like: IoT, Big data, Data Mining, Machine Learning,
Deep Learning, Blockchain and Data analytic techniques etc [24].
Since all Quality Management Systems are aimed to achieve
sustainable breakthrough improvements in Quality, Now it is up to the
individual factories to select one or more Quality Management
Systems to meet its business requirements.

Textile industries are generally following traditional Quality Management
Approaches to manage their quality issues like high scrap, defect rate,
wastage of resources and energy etc. Some research gaps have been
skimmed and detailed as below:
• Conventional Quality Management Tools like TQM or 7 QC tool
techniques often takes years to implement, and that occurs only
after significant planning, time, long-term resource allocation and
unwavering management commitment [34].
• Traditionally, in Lean and Agile Management, low amounts of stock
are kept on hand to decrease carrying costs [37]. This causes
companies to depend on suppliers and If there is any disruption of
inventory processes, then it can derail the company [40].
• Interestingly, by virtue of being a quality improvement and not a cost
reduction strategy, Six Sigma may not necessarily result in cost
savings. In some cases, it even leads to increased production costs
[41].

• Above drawbacks related to traditional techniques like; TQM, QC,
Lean and Six Sigma strategies made these individual approaches
somewhat incomplete. For complex Textile Supply Chain, it is
strongly felt to have a well-structured and highly flexible and
innovative Approach or Model is damn required for efficient
quality management in Textiles.
• Upcoming 4th revolution has also raised the bar of
technological up gradation and moves towards Digital
Manufacturing, so Quality Management Techniques also
has to be updated, so that these can handle the smart
manufacturing systems appropriately and maintain the
Quality aspects of highly integrated Cyber Physical World.

• Due to above Research Gaps found in
existing Quality Management Techniques,
scrap rate and wastage of input
resources have been raised
exponentially. Because of poor
operational performances, the SMEs are
slowly becoming in-capable to full fill the
rising demands of domestic or foreign
orders.
• Estimated $16.2 billion in FY19, India’s
apparel exports fell by 1.2% from FY18,
which in turn was 4% lower than the
previous year [45].
• Beside above trends, the spread of
Corona Virus in 2020 made the picture
more ugly. Above mentioned challenges
had erupted as big hurdles before the
growth of Textile industry.
• If the situation prevails for the next
couple of months, buyers will be forced
to seriously explore other options than
China. So, India has a golden oppertunity
to grab the huge Textile Business [48].
So It’s obvious that the state of
an art Quality Management
Technique is the ‘need of an
hour’ to tackle above nuisances
and to save Indian Textile
Industry.

• To study and compare the existing Quality Management Techniques
usually used in an Indian Textile Industry. Strength, weaknesses,
Opportunities and Threats of existing Techniques will be studied
through ‘Quantitative SWOT Analysis’. Required inputs will be
captured after floating a suitable Questionnaire among concerned
textile practitioners.
• To chalk out the impacts of best Quality Management Techniques
in Indian Textile SMEs. Specific emphasis will be given to latest Lean
Six Sigma & Industry 4.0 Tools individually and assessed their
respective effectiveness appropriately, after analyzing the Responses
from related textile work force.
• To formulate an Integrated Model of ‘Lean Six Sigma and Industrial
4.0 Tools’ (LSS 4.0) for an efficient Quality Management, without
ignoring the present constraints of Indian Textile SMEs.
• Verification and Validation of Proposed LSS 4.0 Model by
conducting an appropriate Case Study in an Indian Textile SME.

STEP 1: Extensive Literature Survey
STEP 2: Formulation of Problem & Objectives
STEP 3: Selection of adequate industry for study
STEP 4: Design of Questioner/Schedule
STEP 5: Preparation and maintenance of data sheets
STEP 6: Pilot Testing of Questioner/Schedule
STEP 7: Datacollection through specially designed Data Sheets.
STEP 8: Data analysis and interpretation of results
STEP 9: Formulating an Integrated model ‘LSS 4.0’ after relevant
synergy of Lean Six Sigma and Industry 4.0 Tools.
STEP 10: Implementing the proposed LSS 4.0 Model in related Indian
Textile SME by conducting an appropriate Case Study.
STEP 11: Case Findings and Analysis of Results.
STEP 12: Report Writing and Submission of Thesis

• By incorporating the LSS concept with the Industry 4.0 Tools, a lethal
strategic model will be erupted which not only alloyed advantages of
Lean Six Sigma but also take the merits of nine cutting edge Industry
4.0 Technologies like Block Chain, Internet of Things, Machine
Learning, Deep Learning, Big Data Analytics, Data Science and
Artificial Intelligence etc.
S.No Lean Six Sigma LSS + Industry 4.0 Tools (LSS 4.0)
1 Efficiency Focused Effectiveness focused
2 Waste reduction targeting Variation reduction targeting
3 Value stream based Subset of value stream (Detailed Process)
4 Operational Metric Quality matric
5 Continuous Improvement Breakthrough Improvement
6 Experience Driven Data Driven
7 Macro View Micro View
8 Flow and speed oriented Capability and Accuracy oriented
9 Reduction in Number of steps Reduction in Variation in process
10 Reduce Inventory Reduced Rework
11 Implement Known Solutions Implement Innovated or created solutions
12 Low complexity problem effective High complexity problem effective
13 Shorter Project duration Longer Project Duration
14 Targets " Low Hanging Fruits" Targets " Long short achievements"
15 Cost volume lost on failure Cost Quality lost on failure

• Proposed place of work: The
research work will be
performed in the Textile
Cluster of PANIPAT, Haryana.
• Facilities required for
proposed work: Need
Advanced Statistical Software
like; SPSS, Minitab 18, 3D
Printing, Simulation Lab,
Matlab, Design Expert 12,
Fuzzy Logic, Genetic Alhorithm,
IoT, Data Science or Machine
Learning Softwares etc.
• For Questionairre: On line
(Google form, Survey Monkey,
Qualaroo or off line Platform
to conduct Questionnaire
based study.
• Tentative Scheduling: Needed
38 months approx. to complete
this piece of research.
S.No Steps
Time
Duration
(Months)
1 Extensive literature survey 3
2 Formulation of problem 2
3 Selection of adequate industry for study 1
4 Design of Questioner/Schedule 2
5 Preparation and maintenance of data sheets 2
6 Pilot Testing of Questioner/Schedule 6
7 Data collection through specially designed Schedule and Data Sheets. 3
8 Data analysis and interpretation of results 2
9
Formulating an Integrated model ‘LSS 4.0’ after relevant synergy of Lean
Six Sigma and Industry 4.0 Tools.
2
10
Implementing the proposed LSS 4.0 Model in related Indian Textile SME
by conducting an appropriate real world Case Study.
6
11 Case Findings and Analysis of Results 4
12 Writing and finalizing thesis report 5

• Companies should improve the productivity at firm level to
develop economies of scale.
• Focus on effective Quality Management Techniques for reducing
scrap, wastages, cycle time which ultimately enhance the
capabilities and capacities of textile industries.
• As we are in the era of Information Technologies, so these cutting
edge IT technologies must be integrated with existing Quality
Management Techniques for developing state of an art approach
or model, which can trouble shoot each and every Quality glitch
and push hard the industry on the path of zero defect.

The present study will be done in small and medium enterprises of a
selected Textile Cluster in order to reduce the Quality issues by using
the Lean Six Sigma tools and technique along with Industry 4.0 Tools,
to improve the quality of the final product at lower cost by waste
reduction.
• As it has been found from literature that manufacturing sector is
the second highest contributing factor in the GDP of India
therefore LSS 4.0 methodology can also be implemented in other
manufacturing clusters also.
• Even LSS 4.0 model can also be implemented in service sectors of
India such as airports, hospitals etc.
• With the proper implementation of this technique in the various
other sectors, more employment opportunities can also be
created, as well as proper utilization of energy resources can be
done.

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