The client is one of the leading exporters of high fashion ladies and kids garments (skirts, blouses, and jackets) in Delhi NCR region. With a monthly capacity of producing around 52,000 garments, the factory caters to mainly US and European retailers. The client has a unique expertise in dealing with different types of traditional hand-works, embroidery and embellishments on a wide range of fabrics.
The client experienced high rework rate at the end-line (16%) and a high overall rejection level (9%). Many sewing lines were provided with separate operators allocated for rework.
Enormous amount of wasteful activities were an inherent part of the finishing process, for example a complete thread cutting department and multiple inspection points in finishing. The challenge lied in bringing about a cultural change to make the team cultivate an eye to see these activities as non-value added activities and to start challenging the current systems for devising new improved methods.
The intervention of RBC experts started with a baseline assessment to determine the areas of potential improvement.
A series of intensive training sessions on Right first time quality at all processes was imparted.
The quality control team was sensitised and empowered to use data tracking mechanisms to ensure intelligent inspection. Software for quality data analysis was provided and the managers were trained to use information system to make data based decisions.
In addition, intensive training was provided to the factory team on areas of scientific problem solving, developing internal and external customer orientation, and removal of redundant inspections in finishing.
With constant on-floor support by RBC and consistent leadership shown by the owner of the client factory, the team was able to completely remove the non-value added thread cutting department. This enabled them to utilize the space for setting up another finishing line, thus improving the finishing capacity, at the same time saving on the cost of extra manpower.
The rejection levels dropped from 9% to 4.5%, with direct impact on extra shipping, which improved from shipping 0.68% less to 1.65% more than the order quantity.
The end-line re-work levels dropped by 51% and the in-line roving audit failure rate reduced by 42%.
The client was able to save Rs.14,82,000 monthly, apart from having substantially better team work and positive energy in the participating team.