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Developing a Standard ‘On Time Trims and Accessories Delivery’ Procedure

ABSTRACT

Delay of a single box of trims or accessories causes the whole production line to stop; that is how production efficiency is reduced. This project is concerned with ensuring an efficient trims and accessories management procedure. The research focuses on standard communication efficiency, proper use of information technology for managing the workflow of trims and accessories receiving trims and accessories. All the materials are to be available at production floor at right time right, quantity, and right quality, if it is followed standard operating procedure and TNA plan along with establishing real-time data-based monitoring system capturing transactions at every business process related to this co-ordinating with cross-functional sections or departments such as merchandising, procurement, audit, commercial/accounts, store and inventory, quality. For developing such a standard procedure of the trims and accessories management, the project focused on the usage of updated technology for managing data and communication. The project methodology concentrates on the implementation of DMAIC and cause and effective diagrams are used for reducing major problems and 5S Concepts for improving the scenario. Besides that different lean concepts are used to complete this project and result measurement.

Key Words:  Trims and accessories, Efficiency, ERP, Backward linkage, 5S, DMAIC, Cause and Effect Diagram, Garment industry

1.INTRODUCTION

Inefficient management procedure in managing trims and accessories is a common scenario in our country. It causes late production issues higher. The whole industry suffers from this as it causes late production which results in shipment delay. Relevant executives are not conscious of the digitalization of the data and communication system. They are comfortable with manual information flow system that causes lower trims and accessories management efficiency which results in low productivity. the problems come to the eye on the production floor.  But inventory management is primarily responsible for the notification of the problem. After proto sample approval,  trims and accessories need to be approved by the buyer. Sometimes buyers nominate suppliers and sometimes the industry needs to source by itself.   Required trims and accessories can be collected from the regular supplier or alternative supplier or local market. So, it’s a matter of fact to deal with a new supplier for a very few particular materials. The buyer often time changes the previously approved materials. Sometimes, buyers demand some materials to source from another country. There needs a lot of paperwork like LC, PO, etc. It’s another fact to delay. There needs an effective and active follow-up mechanism with a proper remaindering process ensuring zero information gap amongst the merchandiser, audit officer, inventory manager, supplier and production manager. They need to notify each other about the production date. Sometimes, time responsible person fails to follow-up on the current status of materials and workflow. Delay of trims and accessories production line goes stop. So, planning got failed. All the set up for production become wastage. It causes wastage of time.

Delay of trims and accessories production line goes stop. So, planning got failed. All the set up for production become wastage. It causes wastage of time, human resources, power(electricity). It also damages the harmony of production. Shipment got delayed or canceled. We have already known that on-time delivery of trims and accessories management is not enough efficient. The basic reason may be the unconsciousness of the relevant employee who is responsible for communicating.  Due to a lack of frequent follow-up, it maybe happened.  The research will find the route cause of the problem.  Exactly why and who is responsible for the inconvenience; how this problem has occurred.

 

1.2 Background: Textile & Apparel Industries are going through a critical time. Need to eradicate every possible reason for low productivity. Need proper transformation to meet the competitive market demand. The whole world is going through strategic changes. Time and Action Plan need to be met with 100% accuracy.

 

1.3 Hypothesis: Company officials will be conscious of the digitalization of the data and communication system. They will be comfortable with the manual information flow system. Trims and accessories materials will be available on the production floor at right time right quantity and right quality, if it is followed standard operating procedure and TNA plan along with establishing real-time data-based monitoring systems capturing transactions at every business process.

 

1.4 Objectives: The objectives of the project are below;

  1. To find out the route cause of the low efficiency of trims and accessories management.
  2. Achieving better human efficiency.
  3. Introducing new and updated technology for data management
  4. Awaken the responsible person to follow-up smartly and accordingly.
  5. Proposing a better and smart monitoring system for the industry.
  6. Ensuring documentation accuracy.
  7. Ensuring the right amount of right materials at right time according to TNA.
  8. To make a smooth and on-time information flow with zero communication gap. Communication will be easy and accurate.
  9. Assurance of achieving supply-chain, production and shipment lead time.
  10. Creating a smart inventory management system.

 

  1. LITERATURE REVIEW

The author couldn’t find any specific research or papers about ‘Trims and accessories management procedure.’ A journal about the backward linkage of RMG by Mohammad Rakib Ibn Habib [2] says that Trims and accessories are in a good position in Bangladesh. But, due to complete this project there needed some theory and method which includes lean tools and concepts.  The root cause analysis is an analytical tool that is defined by Wilson (1993) [5]  . In 2005, the Canadian root cause analysis framework summarized that the most important component for understanding defects in manufacturing is this root cause analysis. They tried to understand the event by reviewing and identifying unanswered questions and information gaps. Siekannskiski and Borkowski (2003) [6]   summarized that the usage of cause and effect diagram helps to identify the areas especially subjected to defect formation. Pareto diagram, a Statistical control tools, directs to the irrevocable separation of main nonconformance in defects. Jadhav and Santosh (2013) [7] represented the cause-effect diagram as a systematic approach to find the root cause of one of the major defects is needed. G. Vijayakumar, Y. Robinson (2016)[4] showed how man, machine, materials, etc. are to be shown in Pareto analysis. They also showed how DMIAC,5S of six sigma are to be used.  Another paper by Hewan Taye Beyene[8] (August 2016) about reducing defects in the sewing section shows details of using DMIAC of Six-sigma.    ‘Reducing Delays in Delivering Garments using DMAIC-Six Sigma Methodology’ (Sep 2015) by  Thuraya Hamdi, Faten Fayala, Mohamed Jamali and Nizar Saidane helps the author to understand DMIAC of six sigma.[1]

 

3.METHODOLOGY

This research focuses on developing on time trims and accessories delivery procedure in the selected garment industry located at kashimpur, Dhaka. Lean tools and techniques are used to minimize the delay of the existing garment scenario of the selected firms. The information and data collected were scrutinized and properly arranged so that further study and analysis could be performed. Quantitative data were analyzed by using graphs and tables. Various types of information are given in the data table-1. Based on the data table-1, analysis has been shown by Pareto Diagram (figure-2). Based on  table-1, Pareto analysis helps to identify 82% of delay occurs due to the unconsciousness of humans.  Causes are shown by the Cause and Effect diagram (fig-3). By visiting the buying house & factory and then questioning the store manager, merchandiser, and production manager author managed to get data. Most of these are qualitative data. The collection of data is analyzed and the technique used for problem-solving is  DMAIC of Six Sigma methodology and for achieving on-time delivery.  ‘5s’ tool can be used for improving human sincerity and responsibility. Therefore this research work minimized delay of trims and accessories receiving by implementing ‘5S’. The author created a demo of a live stream data flowing store management sheet () for the project. It was used while implementing 5S. After that, an index namely ‘Trims and accessories management accuracy Index’ was introduced by the author to determine the evaluation of the data from table-2 and table-5. The detailed analysis of the following steps.

 Figure 1: Steps involved in the detailed analysis

  1. FINDINGS AND ANALYSIS

Collection of data and information has gathered some records from the cross-functional sections or departments such as merchandising, procurement, audit, commercial/accounts, store and inventory, quality.of the selected garment firms and the observation made of the factory and buying-house. The information as well as data has been gathered from production supervisors, managers and chief executives of garments through the questionnaire, physical observation, telephonic contacts and interview. Finally, all data has been analyzed by using tables, graphs and some tools such as Pareto analysis, cause and effect diagram, DMAIC approach, 5S and Trims and accessories management accuracy Index.

4.1 Factor analysis:  There are 6 types of factor that causes inconveniences. Each factor has some sub-causes.  Most of the causes rely on human responsibility. The table-1  shows the details of the observation. There are 5 responsible stake-holder for the problems;

Man: Mostly responsible stake-holder behind the problems. Human errors are the most frequent problems.

Machine:  Technology like software, applications, etc. are represented by machine.

Management: Management’s unwillingness, methods and policies are represented through the term.

Materials: Raw materials to produce trims and accessories are represented through the term.

Others: Health issue, Stress, laws-restrictions, etc. are represented through the term.

 

 

Table-1: Factor analysis table for losing accuracy in trims and accessories management
    S/L Types of  Delay  Causes Responsibilities
1     Man  Machine Management Materials Others
Manufacturing Delay 1. Trims and accessories Late approval yes yes
2. Lack of follow-up and creatin pressure on supplier yes yes
3. Raw materials unavailability yes yes
2 Supply-Cain   1.Single sourcing yes
2.Poor plant layout yes yes
3.Poor understanding yes
3 Store-Management  1.Counting mistake yes
2.Overlook notification yes yes
3.Manual data managing sheet yes yes yes
4.Communication gap yes Yes
5.Memory issues yes yes
6.Mis-understanding with supplier and Production manager yes yes
4 Communication Delay 1.Manual TNA yes
2. Lack of live and real-time data flow yes yes
3. Frequent Load Shedding (internet connection loss) yes
4.Delay mailing yes
5.Memory loss yes
5 Technology 1. Tendency to not accepting new technology yes yes yes
2. Lack of Training to cope up with new technology yes yes
3. Complexity of the user module yes yes
6 Documentation 1. P/O delay yes
2. Faulty processing yes
3. Overlook yes
4. Poor skill Yes

    4.2 Pareto Analysis: Table (1) the percentage of man, machine, management, materials and others affects the trims and manufacturing management procedure are determined, which are shown in figure (2) with the help of the Pareto chart. By Pareto analysis, it has been found that Man is responsible for most of theflaws. Lack of updated technology(machine) is also making many problems such as poor data management, communication gap etc.

Figure 2: Pareto analysis for factors that affecting efficiency on-time delivery of trims and accessories. (Based on data from table-1)

 

4.3 Findings and Analysis of DMAIC through Cause and effective analysis:

This is a project which is based on qualitative data collected by questioning and observing. I proposed the authority, solutions for problems that I have observed and measured. I have visited the company’s buying house and factory to identify the problem and provide relevant solutions to improve. Most of the garments followed the DMAIC approach eliminating any type of delay and improving efficiency.

1) Define: In the selected garment industry, for trims and accessories  82% of delays are occurred due to the unconsciousness of humans. There is also a significant cause for the delay which is the lack of advanced technology ( mention as the machine in data presentation table 1 and figure 1).  Such as the company doesn’t use live stream data flow of the TNA plan. They don’t use any ERP software. This cause also implies on man, because employees are not comfortable with updated technology.    To minimize delay and maximize communication efficiency, by the study under literature review, the author suggests implementing the DMAIC concept and before that author suggests to use a demo of MS  excel synch with google sheet designed for store management having live stream data flow with multi-user (such as Top management, merchandiser, finance department, store department and production department) for minimizing communication gap and on time reminding the task each other.

Identification of variables:                                  

Controlled Variables: 1.Production planning.2. Machines and maintenance 3. Quality management 4. Sells Channel 5. Forward linkage of supply chain

Independent Variable: 1.Data managing system  2.Communication procedure  3.TNA software  4.Supply chain (Backward linkage) 5.Store management  6.Motivation tools (incentives, promotions, training) 7.Knowledge and soft skill 8.Lean tools and concepts

Dependent Variable: 1.Lead time 2.Production Efficiency 3.Human efficiency Sincerity and consciousness of communicating person 4.Monitoring and follow-up capacity 5.Communication skill

6.Profitability 7.Scheduling efficiency

  1. Measure: This project is based on qualitative data. So, for understanding the existing scenario logical drive of baseline, table(1) and data table(2). Based on table(1) Pareto analysis percentage calculation of cause is measured. By observing the scenario physically and collecting data through questionary the measurement is done.
  2. Analysis: In this stage deals with the optimum solution attained through the root cause of the store management process. According to the Cause and effect diagram found the solution for the problems.
  3. Improve: In this stage is to determine the solutions for the selected garment industry problem. This project attained minimizing the delay of trims and accessories and improving human efficiency, communication efficiency, data management efficiency, and management strategy through brainstorming with the help of a literature review.
  4. Control: In this stage, achieved improvement is controlled structurally with the help of lean concepts.
Table-2: ‘Trims and accessories management accuracy Index’ data table   before implementing DMAIC, the 5S concept with Demo of live data stream technology (MS  excel  synched with google sheet.)

 

S/L no. Title Availability (0) Low (1) Moderate (2)  High (3) Excellent (4)
1 Communication Skill yes
2 Human Efficiency  yes
3 Supply Chain Efficiency yes
4 Data management efficiency yes
5 ERP Management No ERP software
6 Modern Technology base TNA management NO
7 Auditing accuracy yes
8 Strategic Management skill yes
9 Change acceptance mentality  yes
 10 Data safety no

 

Table-3: Rating  Scale
Rating Percentage
  Very Below standard 1-30 %
Below Standard 31-60%
Standard 61-80%
Excellent 81-100%

 

 

Calculation of data from table-2
Attained  Point Total Point Percentage Rating Status
14 40 35% Below Standard

 

Figure-3: Cause and effect diagram for significant flaws of trims and accessories management procedure

Table 4: Solution for all major problems with its causes

 

Area Causes  Solution
Man Lack of interest Improve supervision
Lack of skill Arrange training and skill improvement session
Lack of knowledge and motivation Arrange motivation sessions and increase incentives
Unwillingness to accept new and updated technology Grooming
Machine Information gap and communication gap Add ERP software
Load shedding (internet down) Use a high power generator
Poor data management policy Use MS excel synching with google sheet
Poor tracking and follow-up mechanism of the current status of the materials and processing Use ERP
Management High dependency on a single supplier for trims and accessories  Change the strategy of the supply chain. Subscribe multi-sourcing
Manual communication and data management Use live stream data flow technology
Poor planning strategy Recruit planning manager
Unhealthy documentation process in the order procedure Recruit factory account officer
Materials Having faulty raw materials by the supplier for producing trims and accessories Ensure strict quality control
Poor quality materials supply Ensure better dealings with the supplier

 

  1. IMPLEMENTING 5S CONCEPT WITH DEMO OF LIVE DATA STREAM 5S is a method that simplifies the garment work environment, eliminates the garment wastes and non-value added activities while reducing defectives, and improving efficiency and safety. The 5S concepts concentrate on the effective workplace of firms and standardized work procedures. Each of the five S’s indicates the first letter of five Japanese words like Seiri, Seiton, Seiso, Seiketsu, and Shitsuke that outline the steps involved in a better workplace environment and good housekeeping.

6.RESULT DISCUSSION AND EVALUATION

This project is highly dependent on qualitative data. It’s very difficult to measure qualitative data accurately. For calculating data, the author introduces the term ‘Trims and Accessories Management Accuracy Index’  which is measured from ten basic factors that affect trims and accessories management procedure and its efficiency.  It represents the standardization of trims and accessory management procedures.

6.1 Finding  of final results:

 

Calculation of data from table-2:                                                                                                          
 

Attained  Point

 Total Point   Percentage  Rating
29 40 72.5 Standard

 

Table-5: ‘Trims and Accessories Management Accuracy Index’ data table   after implementing DMAIC, the 5S concept with Demo of live data stream technology (MS  excel  synched with google sheet)

 

S/L no. Title Availability (0) Low (1) Moderate (2)  High (3) Excellent (4)
1 Communication Skill yes
2 Human Efficiency yes
3 Supply Chain Efficiency yes
4 Data management efficiency yes
5 ERP Management No ERP software
6 Modern Technology base TNA management yes
7 Auditing accuracy yes
8 Strategic Management skill yes
9 Change acceptance mentality yes
10 Data safety yes

 

6.2 Technical break-down of the result:  Trims and Accessories Management Accuracy Index is measured from data table-2 and data table-5 respectably before and after implementing DMAIC, the 5S concept with Demo of live data stream technology (MS  excel synch with google sheet.). Table-2 shows the value of the ‘Trims and Accessories Management Accuracy Index’ is    35% which represents below standard. The rating scale is also shown in another table (table-3). By changing independent variables, experimentation is done. After experimentation, the author again measures the‘ Trims and Accessories Management Accuracy Index. This time the index shows the result of 72.5% which is ‘standard’ on the rating scale.  By comparing       table-2 and table-5  the author measured the value of the index increases from 35% to 72.5%.  That shows us management accuracy is increased by 37.5%.  The above-discussed data tells us communication skill is improved high to excellent. Human and supply chain efficiency is increased low to high. Technology using capacity and acceptance mentality is also significantly improved. Data safety has increased and the information gap has reduced.

6.3 Financial Analysis of the result: The industry is not interested in providing financial information. Besides that, it’s quite difficult to measure profit margin difference for that particular improvement in trims and accessories management.

 

CONCLUSION: The projected hypothesis is not achieved properly. But,  we have found a significant transformation through this project amongst the industry personnel and management. Due to the corona crisis, the methods are not perfectly applied. But the project shows a   standard direction to manage trims and accessories for the RMG industry. Communication efficiency, well-organized data flow, human efficiency, monitoring accuracy are the key to achieve 100% accuracy for getting on-time delivery of Trims and Accessories. The project helps to find the major problems that affect Trims and accessories on-time delivery.  Most of them are human errors. Continuous monitoring and follow-up is the key to solve all these problems. Lean concepts such as 5S, DMIAC of six sigma, Kaizen, etc. are very effective for improving this type of scenario.

RECOMMENDATIONS: 1.The applied procedure and improvement are needed to be carried on. 2.ERP software should be used for time and action plan management.

3.Soft skill development is highly needed for company officials.

  1. After the corona situation the above-discussed experiment can be implemented properly again.
  2. The experiment can be done in a large industry for better results and analysis

ACKNOWLEDGMENT:

The author is very much thankful to all the employees of 4 Stitch Knit Limited. The author highly acknowledged Rezaul Karim Arshad, Lecturer, Department of Textile Engineering Management, BUTEX for his unprecedented support. The author also acknowledged Bhaskar Ranjan Saha, Managing Director,.The Analyst Limited. Huge gratitude to the Textile Today family specially Sanjoy Saha, Manager, Industry Engagement & sub-editor, Textile Today for his tireless monitoring and instruction.

If anyone has any feedback or input regarding the published news, please contact: info@textiletoday.com.bd

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