LEAN SIX SIGMA PROJECT-

Reduce Factory DHU

A Joint Program By
AKH Eco Ltd. & Decor Suzhou Co. Bangladesh Ltd.
2023
Agenda
❑ Introduction
❑ Define Phase
▪ Project Charter
▪ Project Plan
▪ SIPOC
❑ Measure Phase
▪ Data Collection Plan
▪ Historical Data
▪ MSA/ Attribute Agreement Analysis
❑ Analyze Phase
▪ Pareto Analysis
▪ Root Cause Analysis
▪ 5 Why Analysis
❑ Improvement Phase
▪ Brainstorm Improvement Idea
▪ Feedback Mechanism
❑ Control Phase
▪ Six Sigma Communication Board
▪ RACI Matrix
▪ Control chart

❑ KPI Matrix
Six Sigma Project - Define Phase
 Projects Selection Matrix
Priority
Project Selection Matrix Sl No. Project Name
Score

Project Number 1 2 3 4 5 6 7 8 9 10 11 1 QI Calibration

Project Description/Potential Project Title (X) 2 Supervisor Calibration

Project Characteristic (Y) Priority (1-5 ) X Correlation with Y (1 = weak, 3 = moderate, 9 = strong) 3 RFT Operator
3
Is it likely that the project can be
1 2 9 3 1 1 3 9 9 3 3 1 3 4 TPM
completed within Three months?

Does the project represent a significant

2 5 9 9 9 9 9 9 9 9 9 9 9 5 Reduce Factory DHU
improvement in quality? 1
Does the project justify the deployment
3 2 9 3 3 9 9 3 1 3 9 3 9 6 Spot Reduction
of a Six Sigma team? 2
Can the project support a minimum 2:1
4 4 9 1 9 3 9 9 3 9 9 3 3 7 Poor press Reduction
ROI regardless of capital investment?

Does the Projects support to increase

5 5 1 9 9 9 3 3 9 3 3 9 3 8 Uncut thread Reduction
Productivity & Efficiency?

Will success significantly improve

6 5 9 9 9 9 9 9 9 9 9 3 9 9 Reject Garments Reduction
customer satisfaction?

Does the projects support to maintain

7 4 1 3 9 3 9 9 3 3 3 9 9 10 WIP Control
good housekeeping?

Total 171 163 215 179 201 201 179 165 177 161 177 11 5 S
 Projects Priorities Matrix
PRIORITIZATION MATRIX
LIST OF PROJECT
High
8 1 1
2
Reduce Factory DHU
Spot Reduction
2 3 RFT Operator
4 5 3 4 TPM
6 5 Uncut thread Reduction
6 Poor press Reduction
Impact of the Project

7 7 5S
8 Reject Garments Reduction
9 QI Calibration
10 Supervisor Calibration
11 WIP Control

10
11 9

Low
Effect of the Project High
 Project Charter
Stakeholders Goal Statement:
• External – No To Improve the DHU of B1 section goals are, for sewing from
• Internal – Yes the current status of 19.97 to 10 and for Finishing from the
current status of 21.29 to 12 in the next six months. It will give
Voice of the Business (VOB) / Voice of Customer (VOC) tangible benefits to reduce rework along with the Cost of
• Need to reduce sewing DHU Quality and productivity.
• Need to reduce Finishing DHU
Critical Customer Requirement (CCR) Type Name
• Improve the factory quality level
Sponsor Mr. Indike (HOO)
• Reduce the factory DHU
Critical to Quality (CTQ) Project Leader Mr. Maruf (GM-QA)
• Sewing DHU 10
Project Owner Mr. Probash (GM Production)
• Finishing DHU 12
Project Coordinator Mr. Rafiqul (Manager, QMS),
Problem Statement: Mr. Hamid (CI Leader)
The last 6 month’s avg. DHU of the B1 Sewing section is Support Personnel Mr. Sonatan (AGM-QA)
19.97 and the Finishing DHU is 21.29. So the cost of poor Mr. Shamim (Sr. M-IE)
quality is too high and productivity is reduced due to high
DHU. Team Members Mr. Sharif(Manager QA),
Business Case Mr. Mamun(Manager IQA),
The improvement of Product Quality and guest satisfaction by Mr. Khair(Manager Maintenance),
reducing DHU during the Production process, as well as Mr. Taukir(AM IE),
lowering Production Costs by reducing rework during the Mr. Aminur(AM QA),
Production process. Mrs. Sonia (Data Support)
 Project Charter Cont.…
Business Case Process & Sub Process
The improvement of Product Quality & Guest satisfaction by Process: Garments Manufacturing Process
reducing DHU during the Production process, as well as
lowering Production Costs by reducing rework during the Sub Process: Unit B1 (Sewing & Finishing Unit)
Production process.

Problem Statement Goal Statement

The last 6 month’s avg. DHU of B1 Sewing section is 19.97 To Improve the DHU of B1 section goals are, for sewing from
and Finishing DHU is 21.29. So the cost of poor quality is too the current status of 19.97 to 10 and for Finishing from current
high and productivity reduced due to high DHU. status 21.29 to 12 in the next six months. It will give the
tangible benefits to reduce rework along with Cost of Quality
& Productivity.
 Project Risk Analysis Cont. ..
Risk Priorities Analysis
Top Risk Factors List
High
Moderate Risk Factors Top Risk Factors 1 Hidden agendas
2 Preconceived solutions
1 7 9 3 Process undergoing other changes (not stable)
6 3 14 8 4 Lack of team availability
10 5 5 Lack of data
4 6 Untrustworthy data
Not all key decision makers (key stakeholders)
present
Impacts on Project

7
8 Key stakeholders not aligned
Project not viewed as very important by key
9 stakeholder(s)
Key stakeholders unwilling to sign-off on
10 solution proposals
11 Long implementation period
12 Insufficient knowledge of area to be improved
Insufficient knowledge or comfort with
11 13 improvement tools
12 14 Process performer resistance
15 13 15 Union resistance
2 16

Low Risk Factors Moderate Risk Factors

Low
Low Likelihood Occurance High
 Stakeholders Analysis

Stakeholders Analysis
Stakeholders List
Positive
Low Influences Advocates High Influence Advocates 1 Cutting
2 Fusing
2 8 7 3 Sewing
1 12 15 11 4 Finishing
Attitude towards Project

14 13 10 5 Washing
16 6 Production Team
7 Quality Team
8 Technical Team
9 Maintenance team
10 Industrial Engineering
11 Human Resources
3 6 12 Customers
9 4 13 Vendors
5 14 Suppliers
15 Top Managements
16 Complience Team

Negative

Low Influence Resistors High Influence Resistors

Low Degrees of Influences High

 Project Scheduling

Project Start Date Estimated Project End Date

25-July’2023 15-January’2024

Gantt Chart for DMAIC Phases

29-Jul 13-Aug 28-Aug 12-Sep 27-Sep 12-Oct 27-Oct 11-Nov 26-Nov 11-Dec 26-Dec 10-Jan 25-Jan

Define

Measure

Analyze

Improve

Control
Control Improve Analyze Measure Define
Training Ending Date 30-Nov 31-Oct 30-Sep 15-Sep 29-Jul
Duration 46 27 28 13 46
 Project Plan 1/3
Task Comment Pre- Duratio Baseline Baseline
Task Name Owner Start Date End Date Status %complete Remarks
Description s decessors n Start Finish

A. Define Phase: Done Project Sponsor 0

1. Identify the Problem Done Project Sponsor July 22, 2023 July 29, 2023 Full 100% 7
2. Define the Goal Done Project Sponsor July 22, 2023 July 29, 2023 Full 100% 7
3. Define Project Scope &
Done Project Sponsor July 22, 2023 July 29, 2023 Full 100% 7
Business Case
4. Select Team Done. Project Sponsor July 22, 2023 August 15, 2023 Full 100% 24

5. Prepare Project Charter Done Project Lead July 22, 2023 July 27, 2023 Full 100% 5

September 30, Full

6. Start Training for Team Done Project Lead August 25, 2023 100% 36
2023

7. Project Planning Done Project Lead August 20, 2023 August 31, 2023 Full 100% 11

8. Stakeholder Identification and

Done Project Lead August 20, 2023 August 31, 2023 Full 100% 11
Engagement (SIPOC)

B. Measure Phase: Done Project Lead 0

September 1, September 1,
1. Data Collection Plan Done Project Lead Full 100% 0
2023 2023
2. Gather Historical (DHU Data) Done Process Owner July 27, 2023 August 31, 2023 Full 100% 35
Project Lead/ Subject September 1, September 30,
3. MSA/ QC Calibration Done Full 100% B1 29
Matter Specialist 2023 2023
October 15,
4. Update Project Charter Done Project Lead October 1, 2023 Full 100% B1 14
2023
 Project Plan 2/3
Task Pre- Baseline Baseline
Task Name Owner Start Date End Date Status %complete Comments Duration Remarks
Description decessors Start Finish
C. Analyze Phase: Done
1. Pareto Analysis to identify vital September 15, October 10,
Done Process Owner Full 100% 25
few issues/Defects 2023 2023
Process Owner/
2. Root Cause Analysis September 15, October 10,
Done Subject Matter Full 100% 25
Preparation 2023 2023
Specialist
Process Owner/
3. Fishbone (Ishikawa) Diagram September 15, October 10, Full
Done Subject Matter 100% 25
for Root Causes/ 5 Why 2023 2023
Specialist
Process Owner/
4. Pareto Analysis for Defect September 15, October 10, Full
Done Subject Matter 100% 25
Categories 2023 2023
Specialist
Process Owner/
September 15, October 30, Full
5. Data Trend Analysis Done Subject Matter 100% 45
2023 2023
Specialist

D. Improve Phase: Done

Process Owner/ November 1, November 20, 9
Done
1. Brainstorm Improvement Ideas Subject Matter 2023 2023 Full 100%
Specialist
Done November 20, October 25, Full 14
2. Feedback Mechanism Process Owner 100%
2023 2023
3. Prioritize Improvement Project Lead/ Process November 10, November 25, Full 14
Done 100%
Opportunities Owner 2023 2023
4. Develop Action Plans for Done Project Lead/ Process November 20, November 30, 19
Full 100%
Selected Solutions Owner 2023 2023
Process Owner/ November 25, December 15, 5
5. Implement Changes in Process Done Subject Matter 2023 2023 Full 100%
Specialist
 Project Plan 3/3
Task Comment Pre- Duratio Baseline Baseline
Task Name Owner Start Date End Date Status %complete Remarks
Description s decessors n Start Finish
E. Control Phase: Done 0
Process Owner/ December 1, December 20, 7
1. Implement Control Done
Done Subject Matter 2023 2023 100%
Mechanisms
Specialist
Process Owner/ December 1, December 15, 7
2. Define Control Metrics Done Subject Matter 2023 2023 Done 100%
Specialist
3. Monitor DHU Rate Post- Project Lead/ Process December 10, December 30, 100% 20
Done Done
Implementation Owner 2023 2023
4. Update SOPs and December 10, December 25, 100% 5
Done Process Owner Done
Documentation 2023 2023
5. Conduct Regular Reviews and Process Owner December 20, December 30, 100% 20
Done Done
Audits 2023 2023

F. Repeat (if necessary): 0

Project Sponsor/ Done 100% 0
1. Review Outcomes Done
Project Lead
Project Sponsor/ Done 100% 0
2. Identify Lessons Learned Done
Project Lead
 Project Scope

Department

Quality Production Maintenance

Change
Political
Customer Efficiency
Productivity Unrest
VOC DHU Reduce Increase
Increase

Wash In Scope Labor Out of Scope

Out of Scope Unrest
Quality Meet VOC
COPQ Reduce
Improve
Climate
Conflicts
Issue

IE & HR
Planning
Technical

Department
 Define Tollgate

❑ Creates a project charter.

❑ Determines and verifies the VOC and CTQ.
❑ Project Plan
❑ SIPOC analysis of the current process.
❑ Project scope

To kick off the project, our team creates a comprehensive project charter, then moves on to
determine and verify the Voice of the Customer (VOC) and Critical to Quality (CTQ) aspects. Following
that, a SIPOC analysis of the current process is conducted to map out the key elements, ultimately
defining the project scope for clear direction.
Six Sigma Project - Measure Phase
Measurement System Analysis (MSA)
• In order to assess the accuracy, precision and reliability of the measurement system being utilized, we
need to do Measurement System Analysis or MSA.
• Science our data is Attribute data, we will use Attribute Agreement Analysis for MSA. Here 2 trials will be done per
QI. Each QI will be given 20 pcs garments with known standard (both defective & non-defective) garments, and will
be assessed based on their findings. Already a four QI is conducted.
• From this analysis we will get -
• variation within an individual QI's repeated findings,
• variation between different QI's findings, and
• variation between the QI's findings and standard.
• At our selected floor B1, we have total 9 sewing line. We will do MSA on all QCI of these respective sewing line
individually. By this we will MSA of each individual line.
Measurement System Analysis (MSA) – B1 Line

From the analysis we can say –

• Agreement within QI is 80-90%,
• Agreement between different QI’s is 65%,
• And agreement between QI’s & standard is 65%.

So, Measurement System is Marginal,

we need Continuous Training for Improvement.
Measurement System Analysis (MSA) – Finishing B1 Unit
Each Appraisers vs Standard Status Kappa Statistics Between Appraisers Status

All Appraisers vs Standard Status Graphical View of MSA MSA Result

Assessment Agreement Date of study: 12-Nov'2023
Reported by: Mr. Rafiqul Islam
Name of product: QI Calibration
Misc: MSA Study for QI of Finishing B1 Unit

Appraiser vs Standard ▪ All Appraiser scores are up to the

mark
100 95.0% CI
Percent

90
▪ Kappa value is also in the accepted
range
Percent

80

70

60
▪ So, MSA is accepted
ETI SURTODHOR KHAERUL ISLAM Md. Abdullah MD. HABIBUR RAHMAN
Appraiser
Measurement System Analysis (MSA) – Finishing B1 Unit
Each Appraisers vs Standard Status Kappa Statistics Between Appraisers Status

All Appraisers vs Standard Status Graphical View of MSA MSA Result

Assessment Agreement Date of study: 12-Nov'2023
Reported by: Mr. Rafiqul Islam
Name of product: QI Calibration
Misc: MSA Study for QI of Finishing B1 Unit

Appraiser vs Standard ▪ All Appraiser scores are up to the

100 95.0% CI
Percent mark
95

90
▪ Kappa value is also in the accepted
range
Percent

85

80

▪ So, MSA is accepted

75

70

MD. AL AMIN MD. HABIBUR RAHMAN Md. Hanif Sarker MD. IZZAT ALI
Appraiser
 MSA Decision Summary
Line No Agreement Agreement between And agreement between QI’s & Comments
within QI different QI’s standard
B1 80-90% 65% 65% The Measurement System is Marginal,
we need Continuous Training for Improvement.
B2 85-90% 50% 50% The Measurement System is Marginal,
we need Continuous Training for Improvement.
B3 85-95% 65% 65% The Measurement System is Marginal,
we need Continuous Training for Improvement.
B4 90-100% 85% 85% The Measurement System is Acceptable, we’ll
continue it for further Improvement.
B5 90-95% 80% 80% The Measurement System is Acceptable, we’ll
continue it for further Improvement.
B6 85-100% 70% 70% The Measurement System is Marginal,
we need Continuous Training for Improvement.
B7 90-95% 75% 70% The Measurement System is Marginal,
we need Continuous Training for Improvement.
B8 90-95% 75% 70% The Measurement System is Marginal,
we need Continuous Training for Improvement.
B27 90-95% 70% 70% The Measurement System is Marginal,
we need Continuous Training for Improvement.
BF 95% 80% 80% The Measurement System is Acceptable, we’ll
continue it for further Improvement.

So, the Measurement System is Marginal, we need Continuous Training for Improvement.
 Measure Tollgate

❑ Data Collection Plan

❑ Historical Data

❑ MSA Analysis

❑ MSA Decision Summary

We enhanced our decision-making by incorporating a robust data collection plan, which included
gathering both current data and historical data. This implementation helped us analyze trends and
make informed choices for the future.
Six Sigma Project - Analyze Phase
Pareto Analysis
Pareto Analysis
From above Pareto analysis our top 5 defects for each section are –

Sewing Section Finishing Section

SL Defect Name Defect (%) SL Defect Name Defect %
1 Un-cut thread 2.32 1 Spot 13.89
2 Un-even 2.28 2 Poor Iron 5.42
3 Spot 1.97 3 Broken Stitch 1.13
4 Down Stitch 1.92 4 Raw Edge 0.98
5 Raw edge 1.66 5 Pleat 0.65

DUPRO VSI-FRI
SL Defect Name Defect pcs SL Defect Name Defect pcs
1 Skip Stitch 7 1 Un-cut Thread 63
2 Broken Stitch 5 2 Puckering 62
3 Spot 5 3 Spot 50
4 Un-cut thread 4 4 Un-even 29
5 Puckering 4 5 Skip Stitch 27
Root Cause Analysis (1st Stage)
Out of 10 common defects, we conducted a root cause analysis session on 3 top common defects of all Section.
 5 Why Analysis
NAME OF DEFECT
SPOT
DIRECT CAUSES (Man)
S/N PROBLEM PRESENTATION 1 Why? 2 Why? 3 Why? 4 Why? 5 Why? ACTION PLAN
1 Work station not clean concern person was not follow- Check list of supervisor doing job was Person for reviewing checklist didn’t Train the concern person to verify the
Concern Personal not clean properly supervisor didn’t follow up
2 Machine not clean properly up properly not follow up review checklist checklist and review his job
The workers did not wash their hands
3 Dirty/Oily Hand Soap not available for always Soap need to be available always
with soap before start of the production
DIRECT CAUSES (Machine)
S/N PROBLEM PRESENTATION 1 Why? 2 Why? 3 Why? 4 Why? 5 Why? ACTION PLAN
Dirty Steam & water leakage from Operator didn't clean the iron supervisor didn’t follow up No Iron check list before starting the Formalize check list and update it twice
1 iron m/c not clean properly iron m/c not clean properly
iron m/c m/c properly properly pressing in a day (Beginning/After break)
Lack of awareness by mid level Mid level management was not HR team doesn't act to stop cosmetic HR team need to act to stop use of
2 Cosmetics uses by operator Lack of awareness by operator Lack of awareness by supervisor
management informed by HR team use by operator cosmetic by operator
4 Dirty Iron table concern person was not follow- Check list of supervisor doing job was Person for reviewing checklist didn’t Train the concern person to verify the
Concern Personal not clean supervisor didn’t follow up
5 Dirty iron bed cover up not follow up review checklist checklist and review his job
DIRECT CAUSES (Method)
S/N PROBLEM PRESENTATION 1 Why? 2 Why? 3 Why? 4 Why? 5 Why? ACTION PLAN
concern person was not follow- Check list of supervisor doing job was Person for reviewing checklist didn’t Train the concern person to verify the
1 Poor Housekeeping Concern Personal not clean properly supervisor didn’t follow up
up properly not follow up review checklist checklist and review his job
Supervisor didn't show the Sewing technician & IE will study full
Operator did not know the long dress Full garments movement was not study Sewing technician/ IE team didn’t
3 Long dresses not handling properly operator how to handle Super visor only focus on stitching garments movement and act
handling process properly work
garments accordingly.
Check list not followed after Check list not verified by the Trained the concern manager to verify
4 Dust at work station Concern Personal not clean properly
cleaning. concern manager. the cleaning activities after cleaning.

DIRECT CAUSES (Material)

S/N PROBLEM PRESENTATION 1 Why? 2 Why? 3 Why? 4 Why? 5 Why? ACTION PLAN
operator cant garments at Provide enough trolly/ basket as per
1 Dirty Fabric Dirt found in fabric Fabric/ garments drop to floor Not enough space to keep garments Shortage of trolly/basket
workstation garments size
Supervisor/QC didn't follow oil Person for reviewing checklist didn’t Train the concern person to verify the
2 Oil Spot Oil spill to garments Oil spill from machine Oil spilling was not checked
spilling checklist accordingly review checklist checklist and review his job
wash personal didn’t follow up wash people was not aware of create washing spot checking system
3 Washing/Dryer spot spot found during washing not process check spot at washing
at wash section washing spot at garments wash section

DIRECT CAUSES (Mother Nature)

S/N PROBLEM PRESENTATION 1 Why? 2 Why? 3 Why? 4 Why? 5 Why? ACTION PLAN
training related concern person didn’t
concern personnel didn’t get The training schedule was not updated Maintain training plan accordingly or
1 Poor awareness on spot Concern personnel was not aware Training schedule was not maintain act to maintain training plan and didn't
training according to TNA revise if needed.
create revise training plan
Operator didn't kept it at supervisor/HR didn't focus on use of supervisor/HR was not aware of kept Train SP/HR team on use of locker and
3 Personal bags Keeping personal bags at workstations supervisor/HR didn't follow up
personal locker locker personal bag at workstation i/o locker follow up properly
 Analyze Tollgate

❑ Pareto Analysis

❑ Root Cause Analysis

❑ 5 why Analysis

❑ Internal & external training

To improve the processes, we conducted Pareto Analysis, Root Cause Analysis, and 5 Why Analysis,
identifying key issues. We also implemented internal and external Six Sigma training to address and
enhance the skills needed for smoother operations.
Six Sigma Project - Improve Phase
Prioritization Matrix for Action plan
PRIORITIZATION MATRIX
High LIST OF TASK
1 Train the concern person to verify the checklist and review his job
18 2 Soap need to be available always
17 3 Formalize check list and update it twice in a day (Beginning/After break)
16 4 HR team need to act to stop use of cosmetic by operator
15 5 Train the concern person to verify the checklist and review his job
13 31 6 Sewing technician & IE will study full garments movement and act accordingly.
12 29 7 Trained the concern manager to verify the cleaning activities after cleaning.
10 26 8 Provide enough trolly/ basket as per garments size
6 25 9 Train the concern person to verify the checklist and review his job
3 20 10 Create washing spot checking system wash section
Time

22 35 11 Maintain training plan accordingly or revise if needed.

21 34 12 Train SP/HR team on use of locker and follow up properly
14 33 13 Create OB sheet with actual information, revise OB sheet and act accordingly when needed.
11 32 14 Operators are trained to follow work instructions
9 30 15 Wiper function ability will be checked
7 28 16 We'll update the skill matrix of all sewing line operators and balance them accordingly.
19
5 27 17 Formalized and stabilized motivational training system
Checklist daily Adjustment/UBT/WIPER/ machine knifes day and keep record accordingly to check system effectiveness.
4 24 18
2 23 19 Provide required auto-trimmer machine.
1 20 Prove required helper to trim in sewing line if m/c not available.
21 Need to do MCP validation and report it accordingly
Low 22 Create checklist to check whether supervisor perform his job or not
Cost High 23 Formalized and stabilized motivational training system
24 Make availability of folding related documents to floor & create checklist accordingly
25 Create System to review maintenance job
26 Planning team to make finishing plan as per scenario and provide it to floor. Revise if needed.
27 Start counselling to production staff
28 Train fabric inspection team.
29 Update Skill Matrix and recruit/ re-train required opera
Maintenance manager are advised to keep close monitoring on TLS findings and Inline quality findings.
30
31 Inform to merchandiser to order required thread.
32 Operator are trained to concentrate on his/her work
Factory will update process wise skill matrix for upskilling the operators on his/her specific process.
33

Aware floor wise mechanic manager/line wise mechanic to follow TPM check list before line layout.
34

Cutting manager will prepare cutter man cutting accuracy checking record/ KPI for further improvement.
35
Action Matrix 5W1H Analysis
Action Matrix
S/N
Action plan/ What Who When Where Why How
o
Train the concern person to verify the Access to manuals, procedures, or a To ensure quality, compliance, and identify
1 Manager, Production Before lunch & after lunch Through workshops
checklist and review his job designated supervisor. areas for improvement.
To maintain proper hygiene, prevent the
Is there a specific schedule for restocking, or Locations such as restrooms, kitchens, and There a system in place to track inventory
2 Soap need to be available always Manager, Compliance spread of germs, and ensure a safe and
is it done on demand? other relevant areas. levels and reorder when necessary.
healthy environment.
To ensure that tasks are current, deadlines
Formalize check list and update it twice in a Are there specific times scheduled for these Is there a central location, digital platform, or there are specific procedures for updating
3 Manager, Production are met, and to maintain an organized and
day (Beginning/After break) updates, and how long is the break duration? physical repository for the checklist? the checklist,
efficient workflow.
Explore the reasons behind this decision,
Identify the locations where the issue is Understand the strategies, policies, and
HR team need to act to stop use of cosmetic Establish a timeline for awareness and the such as safety concerns, adherence to
4 HR team prevalent and where policies will be communication methods that will be
by operator intended timeframe for intervention. company policies, or maintaining a
enforced. employed to achieve the objective.
professional image.
Understand the rationale behind the need for
Explore the methods, tools, and processes
Train the concern person to verify the Determine the timing or frequency for these Identify locations or sources of information training in checklist verification and job
5 Manager, Production that will be used to impart the necessary
checklist and review his job tasks to be carried out. that will aid in the training process. review.
skills and knowledge.

Identify the sewing technician and Industrial Identify the physical locations or Understand the objectives and reasons Explore the methods, tools, and strategies
Establish a timeline for the study and the
Sewing technician & IE will study full Engineer (IE) involved in the study and workstations involved in the study and behind the decision to analyze and improve that will be employed in the study, as well as
6 subsequent implementation of any
garments movement and act accordingly. decision-making process. potential areas for improvement. garment movement, such as enhancing the specific actions that will be taken to
recommended changes.
efficiency or quality. address any identified issues
: Understand the reasons behind the need for
Identify the locations or aspects within the Explore the methods, tools, and procedures
Trained the concern manager to verify the Determine the timing or frequency for the managerial involvement in the verification
7 HR team cleaning process that require attention that will be used to train the manager in the
cleaning activities after cleaning. post-cleaning verification process. process, such as ensuring cleanliness
during verification. verification process.
standards are met.
Identify the strategic locations where Understand the reasons behind the need for
Determine the specific stages or processes Explore the methods and procedures in place
Provide enough trolly/ basket as per trolleys/baskets should be placed and the alignment, such as preventing damage,
8 Manager, Production where the provision of appropriate for monitoring, replenishing, and managing
garments size specific stages in the garment handling improving efficiency, and maintaining quality
trolleys/baskets is critical. the availability of trolleys/baskets.
process where they are required. standards.
Train the concern person to verify the Access to manuals, procedures, or a To ensure quality, compliance, and identify
9 Manager, Production Before lunch & after lunch Through workshops
checklist and review his job designated supervisor. areas for improvement.
Determine the timing and frequency for the Identify the locations or processes within the Understand the motivations behind Explore the methods, tools, and procedures
Create washing spot checking system wash
10 Manager, QA implementation of spot checks within the wash section where the spot checking system implementing the system, such as improving that will be used to design, implement, and
section
wash section. will be enforced. quality, efficiency, or compliance. manage the spot checking system.
Understand the reasons behind the need for
Determine the timing for regular Identify the location or platform where the Explore the methods, tools, and procedures
Maintain training plan accordingly or revise if ongoing maintenance and revisions, such as
11 Manager, Compliance maintenance and the criteria for deciding training plan is stored, and where in place for reviewing and updating the
needed. adapting to changes in the organization or
when revisions are necessary. modifications are carried out. training plan.
improving training effectiveness.
Explore the training methods, tools, and
Identify the locations where the training will Understand the motivations behind the
Train SP/HR team on use of locker and follow Identify the specific members or roles within strategies that will be used to educate the
12 Daily basis be conducted and where the lockers are training, such as improving security,
up properly the HR team that will be trained. team, as well as the procedures for follow-
situated within the organization. organization, or employee satisfaction.
up.
Pictures of Improve Phase activities (Uncut Thread)
White colors
are UBT and
Yellow
highlighted
color are Non-
UBT

Action-13: Create OB sheet with actual Action-14: Operators are trained to follow work Action-15: Wiper function ability will be
information, revise OB sheet and act accordingly instructions checked
when needed.

Action-16 : we'll update the skill matrix of all Action-17: Formalized and stabilized
sewing line operators and balance them motivational training system
accordingly.
 Improve Tollgate

❑ Prioritization Matrix
❑ Action Matrix 5W1H Analysis
❑ Brainstorming to find out the best Solution
❑ Motivation the Team Practically
❑ Make Checklist to maintain the SOP

To effectively plan and prioritize tasks, the team utilized a Prioritization Matrix alongside an Action
Matrix, employing a thorough 5W & 1H analysis for a comprehensive understanding of the project
requirements and objectives.
Six Sigma Project - Control Phase
Six Sigma Communication Board
Prioritization Matrix for Action plan
PRIORITIZATION MATRIX
High LIST OF TASK
1 Spot (13.89 %)
2 Poor press (5.42 %)
3 3 Uncut Thread (2.32 %)
2 1 4 Uneven (2.28 %)
5 Down stitch (1.92 %)
6 Raw-edge (1.66 %)
7 Broken Stich (1.33 %)
8 Pleat (0.65 %)
9 Skip stich (0.58 %)
Time

10 Puckering (0.49 %)

10
9
8
7
6
5
4

Low
Cost High
 GANTT CHART FOR TRAINING OF B1 FLOOR
15-Jan 20-Jan 25-Jan 30-Jan 04-Feb 09-Feb 14-Feb 19-Feb 24-Feb 29-Feb 05-Mar 10-Mar 15-Mar 20-Mar 25-Mar 30-Mar

Supervisor

Line Chief

Manager

Quality Inspector

Quality Controller

Mechanic

Technician

Operators

Assistant Operators

Iron Section

Assistant Quality
Iron Section Operators Technician Mechanic Quality Inspector Manager Line Chief Supervisor
Operators Controller
Training Ending Date 25-Jan 10-Feb 25-Jan 01-Feb 03-Feb 26-Jan 18-Jan 05-Feb 20-Jan 15-Jan
Duration 45 39 60 19 21 29 57 26 31 50

Here, We make a training schedule for all stakeholders to train up them, motivate them, make them understand the
SOP, Let them know the actual Root Cause and How they manage the problems etc. Training is beneficial to sustain the
improvement. Thus, we continue the training program for further improvement.
 Line wise Control Chart (U Chart) of B1 Floor

Line-B01 Line-B02 Line-B03

Control Chart of B01 Line Control Chart of B02 Line Control Chart of B03 Line
0.09 0.09
0.13

UCL=0.12304 UCL=0.08180 UCL=0.08051

0.12 0.08 0.08
Sample Count Per Unit

Sample Count Per Unit

Sample Count Per Unit

0.11 0.07 0.07

0.10 _ _ _
U=0.09666 0.06 U=0.06087 0.06 U=0.05977
0.09
0.05 0.05
0.08

0.04 LCL=0.03993 0.04 LCL=0.03902

0.07 LCL=0.07028

0.06 0.03 0.03

1 3 5 7 9 11 13 15 17 19 21 23 25 1 3 5 7 9 11 13 15 17 19 21 23 25 1 3 5 7 9 11 13 15 17 19 21 23 25
Sample Sample Sample
Tests performed with unequal sample sizes Tests performed with unequal sample sizes Tests performed with unequal sample sizes

TEST 1. All points are in UCL and LCL. TEST 1. All points are in UCL and LCL. TEST 1. All points are in UCL and LCL.
That’s means process is under control. That’s means process is under control. That’s means process is under control.
Meet Customer Requirements. Meet Customer Requirements. Meet Customer Requirements.
Current State & Continual Plan Cont. ..
Sewing Unit B1

19.92
13.38 11.62
10 10.01 9.54
Base Line Project Goal Sep'23 Oct'23 Nov'23 Dec'23
Sewing 19.92 10 13.38 11.62 10.01 9.54

Finishing Unit B1

21.29 22.55 22.63

19.13
12 13.87

Base Line Project Goal Sep'23 Oct'23 Nov'23 Dec'23

Finishing 21.29 12 22.55 22.63 19.13 13.87
 Control Tollgate
❑ Six Sigma Communication Board

❑ RACI Matrix

❑ Control chart

❑ Control Plan

❑ Training Plan

❑ Gantt Chart

Applying Six Sigma Communication Board, utilizing a RACI Matrix, and incorporating Control Charts
are crucial elements in fostering transparent and efficient communication within the project.
Project Handover:
Project Title Reduce Factory DHU
Training Need All manpower training need for further improvement
Still our concerns person are not aware about maintaining SOP. We let know the working procedures.
Open Issue Need more time to be habituated.

Comments by Project Champion Involving and Monitoring regularly for further improvement. Though the team did great job.

It’s my pleasure to work with the team. Their guideline is impressive. Hopefully, we can reach our target
Comments by Process Owner within a very short time. Appreciate the all members related to this project.

Sewing B1 Unit DHU reduced by 28.70%

Finishing B1 Unit DHU reduced by 38.50%

Impact on Business: Reducing Rework, Improving Quality and Productivity

Benefit Description Impact on Process: Improving productivity and Quality

Impact on Manpower: All are working with a healthy environment by cleaning their surroundings

Cost Benefit: Monthly Saving in Sewing B1 Unit is 74,296.00 Taka

Monthly Saving in Finishing B1 Unit is 112,165.00 Taka
 Gantt Chart for Implementing Six Sigma Project to Others Unit
15-Jan 14-Feb 15-Mar 14-Apr 14-May 13-Jun 13-Jul 12-Aug 11-Sep 11-Oct 10-Nov 10-Dec 09-Jan

Unit-A1

Unit-B2

Unit-A2

Unit-B3

Unit-A3

Unit-A3 Unit-B3 Unit-A2 Unit-B2 Unit-A1

Start Date 25-Sep 24-Jul 23-May 22-Mar 20-Jan
Duration 61 61 61 61 60

After successfully completing the project in B1 unit, we have to implement the same practice in others unit. Thus we make a
gantt chart to implement the same project and practice to others unit. We plan to take 2 month per unit to implement the
project.
Thank You.