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POST IMPLIMENTATION OF TLS

DATE/MONTH TOTAL NO OF TOTAL NUMBER % OF


QUANTITY OF DEFECTS ALTERATION
CHECKED
1-MAR 3235 646 20
2-MAR 3770 643 17.1
3-MAR 4015 664 16.5
4 4000 644 16.1
5 ----- ------ ------
6 4315 645 14.9
7 4750 660 13.9
8 3455 591 17.1
9 3880 581 15
10 4455 612 13.7
11 4570 592 13
12 ----- ---- ----
13 3350 533 15.9
14 3490 538 15.4
15 3550 533 15
16 1720 255 14.8
17 2800 561 20
18 2910 562 19.3
19 ---- ---- ----
20 2802 529 18.9
21 2710 457 16.9
22 3610 694 19.2
23 4705 784 16.7
24 5705 834 14.9
25 6320 898 14.2
26 ---- ---- ----
27 5790 800 13.8
28 5210 701 13.5
29 ---- ---- ----
30 ---- ---- ----
31 3210 530 16.5

STYLE: MATALAN
DATE TOTAL NO QUANTITY TOTAL NO OF % OF ALTERATION
CHECKED DEFECTS
17-mar 2800 561 20
18 2910 562 19.3
19 ---- ---- ----
20 2802 529 18.9
21 2710 457 16.9
22 3610 694 19.2
23 4705 784 16.7
24 5705 834 14.9
25 6320 898 14.2
26 ---- ---- ----
27 5790 800 13.8
28 5210 701 13.5

Post Implementation of TLS the production will be improved day by day


AVERAGE PRODUCTION POST IMPLIMENTATION

7000

6000

5000

4000

3000

2000

1000

0
1 2 3 4 5 6 7 8 9 10

NO OF DAYS

Average production= 4200/day

Post the Implementation of TLS Alteration will be reduced


AVERAGE % OF ALTERATION POST IMPLIMENTATION

30

25

20

15

10

0
1 2 3 4 5 6 7 8 9 10

NO OF DAYS

Average alteration=16.2%/day

PRE IMPLIMENTATION OF TLS


STYLE: GEORGE

DATE/MONT TOTAL NO TOTAL NO PASSED % OF


H QUTY OF PIECES ALTERATION
CHECKED DEFECTS
10-JAN 2800 520 2280 18.5
11-JAN 2890 510 2380 17.6
12-JAN 2760 490 2270 17.7
13 2900 580 2320 20
14 2850 537 2313 18.8
16 2790 487 2303 17.4
17 2910 530 2380 18.2
18 2980 590 2390 19.6
19 2950 530 2420 17.9
20 2920 580 2340 19.7
Before the implementation of TLS the production will be not good because
of their is no continuous improvement
AVERAGE PRODUCTION BEFORE IMPLIMENTATION

3050
3000
2950
2900
2850
2800
2750
2700
2650
2600
1 2 3 4 5 6 7 8 9 10

NO OF DAYS

Average production=2900/day

Before the implementation of TLS alteration will be not reduced properly


AVERAGE %OF ALTERATION BEFORE IMPLIMENTATION

35

30

25

20

15

10

0
1 2 3 4 5 6 7 8 9 10

NO OF DAYS

Average alteration=18.5%/day

Using formulas
% of alteration= (Total no of defects/total no of quantity
checked)*100

Traffic light system Implemented in the sewing line was


successful and helped in controlling the quality of the
garment in the line. The alteration rate was dropped from
18.5% to 16.2%

Before Implementation

Production = 30000pieces

Alteration = 18.5%

Alter Pieces= 5354pieces

After Implementation

Production = 42000pieces

Alteration =16.2%

Alter pieces = 6200


MAIN CAUSES AND EFFECTS OF GARMENT STITCHING

TYPE OF CAUSE CAUSES


Operator inefficiency , Improper trimming,
Mishandling
MAN Operator carelessness, Improper seaming,
Operator speeding up machine too rapidly.

Improper finishing, Defective machine,


Inappropriate thread tension Needle plate,
MACHINE pressure foot, needle holes may have sharp
edges.

Weak thread, Poor quality material.


MATERIAL

Fault measurement.
MEASUREMENT

Less space, not good weather condition,


proximity to oil contains, poor infrastructure.
ENVIRONMENT
Old method using, poor implementation,
Poor process.
PROCESS
TYPES OF DEFECTS OBSERVED IN SEWING OPERATION

Broken Stitch

Open seams

Miss out of stitches in between

Raw edges
Un cut thread
Size jump
Wrong stitch
EMD problem
Roping hem

Total % of defect found in garment stitching operation

% OF DEFECTS

6,690

26.0
Cumulative_Frequency

4,460
15.7
14.6

12.0
9.7
2,230 7.9 7.9

3.1 3.0

TYPE OF DEFECTS
Sewing section
After receive the garments components from cutting section, all
the garments parts are joined and sewn as sequentially.
Obviously all the components are sewn respects on buyer
requirement. So, sewing section is the most important
department of a garment manufacturing industry. Sewing
machines of different types are arranged as a vertical line to
assemble the garments. Sequence of types of sewing machine
arrangement depends on sequence of assembling operations.

Sewing Sequence of T-shirt Manufacturing Process


Number matching front 2 back part (back on part on upper side)

Shoulder stitching (By over lock m/c)

Neck rib truck (By plain m/c)

Neck rib sewing by plain m/c

Neck rib joins with body pant

Neck top sin

Solder to solder back tip

Size label sewing

Solder to solder back top sin

Sleeve marking and number matching with body parts.

Sleeve tuck with body part (Sleeve mark point & solder mark point)

Sleeve joint with the body part

Side sewing and care label joint

Bottom hem tuck (at the end side)

Bottom hem sewing

Arm bottom hem joint

Inspection

Problem Definition
1. High alteration rate

2. Low Quality Standards

3. High lead time

Traffic light System Procedure


Study the present alteration rate and method to rectify the
alterations
Discuss with higher management and suggest traffic light
Prepare the traffic light formats
Hang the format on each machine of the operator
Continue the system for one month
Study the alteration rate with implementation of traffic
light system.

Traffic light system is followed by reports


Stitch per inch
Measurement
Red flag
TLS marking report
RQC daily in audit report
Top 3 defect
In line checker report
End line checker report

OBJECTIVES
Improve quality
Improve visual management
Reduce lead time
Reduce wastage
Improve worker performance

Conclusion
Traffic light system is a system that can be implemented in any
garment manufacturing company and it will help to improve the
quality status, reduced the cost, reduced the lead time and
thus strengthen the supply chain performance without
increasing the resource.

In this study, Traffic light quality system was implemented in a


garment manufacturing company and after being implemented,
quality improvement result was calculated in terms of days
saved through the improvement. We know save of days is
nothing but reduced the lead time and the less the lead time
the better the supply chain performance is. Eventually
production capacity was increased and cost was also reduced.

Implementation of the traffic light system for the global change


was also proposed to the factory management to get the
ultimate benefit. But to do so, all the players in the whole
supply chain should work together at the same pace.

From this study we have seen that after implementing the lean
traffic light system the quality status was improved and thus
supply chain was strengthen through the reduced lead time. So
it can be said that, it is an urgent for the factories to adopt lean
in the supply chain.
DEPARTMENT OF INDUSTRIAL ENGINEERING AND MANAGEMENT

PROJECT REPORT ON TRAFFIC LIGHT SYSTEM


visual QUALITY CONTROL tool

COURSE: PROJECT WORK (IM802)

GUIDE: Dr. C.S.Chethan kumar


Group members
Sharanubasava h t (1ms13im045)

Karthik.p (1ms13im404)

Ajaykarthi.m (1ms14im401)

Murali.s (1ms14im407)

Sharanabasava (1ms14im410)

PRE IMPLEMENTATION OF TLS


DATE OUT PUT DEFECT PIECES %ALTERATION
27-FEB 520 108 20.76
28 522 112 21.5
1-MAR 520 106 20.4
2 517 115 22.24
3 531 109 20.53
4 545 110 20.2
3155 660 125.63

AVG PRODUCTION=3155/6 =525

AVG ALTERATION=125.63/6=21%

POST IMPLEMENTATION OF TLS (1ST WEEK)


DATE OUTPUT DEFECT PIECES %ALTERATION
6-mar 535 110 20.5
7 543 106 19.6
8 530 102 19.3
9 532 118 22.2
10 537 100 18.6
11 528 103 19.5
3204 639 119.7
AVG PRODUCTION=3204/6=534

AVG ALTERATION=119.7/6=20%

POST IMPLEMENTATION OF TLS (2ND WEEK)


DATE OUTPUT DEFECT PIECES % ALTERATION
13-mar 550 102 18.5
14 555 98 17.7
15 560 95 17
16 558 90 16.2
17 548 93 17
18 552 88 16
3323 566 102.4

AVG PRODUCTION=3323/6=554

AVG ALTERATION=102.4/6=17.1

POST IMPLEMENTATION OF TLS (3RD WEEK)


DATE OUTPUT DEFECT PIECES %ALTERATION
20-mar 570 88 15.4
21 575 86 15
22 580 80 13.8
23 568 74 13
24 572 76 13.3
25 578 70 12.1
3443 474 82.6
AVG PRODUCTION=3443/6=574

AVG ALTERATION=82.6/6=13.77%

POST IMPLEMENTATION OF TLS (4TH WEEK)


DATE OUTPUT DEFECT PIECES %ALTERATION
27-mar 605 68 11.2
28 613 71 11.6
31 605 64 10.6
1-apr 628 59 9.4
2 618 57 9.2
3 640 50 7.8
3709 369 59.8

AVG PRODUCTION=3709/6=618

AVG ALTERATION=59.8/6=10%

AVERAGE PRODUCTION POST IMPLEMENTATION

25

20

15

10

0
1 2 3 4

NO OF WEEK

AVG % ALTERATION POST IMPLEMENTATION


12

10

NO OF WEEKS

% OF PODUCTION RISE POST IMPLEMENTATION

25

20

15

10

0
1 2 3 4

NO OF WEEKS

COST BENEFIT ANALYSIS


Major defect zones Normal sample Alteration sample Cost
(operations) (average) (Rs)
Bottom hem 0.61 4 4
Elastic attach 0.31 2 2
Elastic out collar 0.47 2.5 2.5
Neck pointed 0.81 3 3

OPERATIONAL COST/MIN= RS. 1/-

AVERAGE ALTERATION COST= (4+2+2.5+3)/4=2.87 RS


PRE IMPLEMENTATION
ALTERATION COST=NO ALTERED PIECES/WEEK*AVG ALTERATION COST

=660*2.87

= RS 1897.5

POST IMPLEMENTATION

ALTERATION PROFIT
Weeks No of altered Total alteration Alteration benefit
pieces/week cost

1st 639 1837.12 60.37


2nd 566 1627.25 270.25
3rd 474 1362.75 534.75
4th 369 1060.87 836.63
TOTAL ALERATION BENEFIT=1702

PRODUCTION PROFIT
Weeks Raise in Operational Production
production cost/piece benefit
1st 49 9.2 450.8
nd
2 168 9.2 1545.6
3rd 288 9.2 2649.6
th
4 554 9.2 5076.8
TOTAL PRODUCTION BENEFIT=9742.8

COST OF EMPLOYING IN LINE QC= RS 350/DAY

FOR PERIOD OF FOUR WEEK IT IS =(350*24)=RS 8400

GROSS PROFIT=ALTERATION BENEFIT+PRODUCTION BENEFIT-COST OF


EMPLOYING
=1702+9742.8-8400

GROSS PROFIT =3044.8 RS

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