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Implementation of Lean Six Sigma through ISO

9001:2008 based QMS: a case study in a textile millS. Karthi

a , S.R. Devadasan

a , K. Selvaraju

b , N.M. Sivaram

a & C.G. Sreenivasa

c

a Department of Production Engineering , PSG College of Technology , Coimbatore , India

b The Southern India Mills Association , Coimbatore , India

c Department of Industrial and Production Engineering , University B.D.T. College of

Engineering , Davangere , India

Published online: 15 Mar 2013.

To cite this article: S. Karthi , S.R. Devadasan , K. Selvaraju , N.M. Sivaram & C.G. Sreenivasa (2013) Implementation of Lean Six Sigma through ISO 9001:2008 based QMS: a case study in a textile mill, The Journal of The Textile Institute, 104:10

1089-1100, DOI: 10.1080/00405000.2013.774945

To link to this article: http://dx.doi.org/10.1080/00405000.2013.774945

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Implementation of Lean Six Sigma through ISO 9001:2008 based QMS: a case study in a

textile millS. Karthia *, S.R. Devadasana , K. Selvaraju b, N.M. Sivarama and C.G. Sreenivasac

a Department of Production Engineering, PSG College of Technology, Coimbatore, India; bThe Southern India Mills Associa-tion, Coimbatore, India;

c Department of Industrial and Production Engineering, University B.D.T. College of Engineering,

Davangere, India

( Received 18 August 2012; nal version received 7 February 2013)

In recent years, the ISO 9001 standard based Quality Management System (QMS) has been widely implementedin the textile industry. After the quality revolution, the textiles and clothing industry has also started implementingthe modern manufacturing paradigms like Lean, Six Sigma, Total Quality Management, etc. in a phased manner.In the globalised scenario, the Lean Six Sigma paradigm that facilitates achieving waste elimination and a qualitylevel of 3.4 defects per million opportunities have wider scope in all organizations. Though a theoretically inte-grated model of Lean Six Sigma and ISO 9001:2008 standard based QMS, L6QMS-2008 has been reported

recently, practical case studies are seldom available. This research paper reports the case study of implementingthis L6QMS-2008 model in a textile mill and thereby achieving annual savings of 2 million INR.

Keywords: textiles and clothing; spinning mill; Lean; ISO 9001; Six Sigma; Lean Six Sigma; ISO 9001:2008

Introduction

Since the commencement of the World Trade Organi-

sation era, several scientic tools like Total QualityManagement (TQM), Total Productive Maintenance

(TPM), International Organisation for Standards (ISO)9001 series-based Quality Management System(QMS) and Just in Time (JIT) were developed and

adopted to sustain the competitiveness (Karthi, Deva-dasan, Murugesh, Sreenivasa, & Sivaram, 2012). From

JIT, the lean manufacturing paradigm was evolved(Askin & Goldberg, 2008). Six Sigma concept was

developed to apply TQM intensively (Klefsjo, Berg-quist, & Edgeman, 2006). Time and again, the merits

and demerits of both lean manufacturing and SixSigma concepts have been reported in the literature

arena (Karthi, Devadasan, & Murugesh, 2011a). As aneffort to make both these approaches to yield synergy,

Lean Six Sigma concept is now being deliberated by both researchers and practitioners (Snee, 2010).

Lean Six Sigma means the integration of the princi-

ples of lean manufacturing and Six Sigma (Karthi et al.,2011a). Lean Six Sigma has so far been applied only invery few manufacturing and service sectors (Karthi,Devadasan, & Murugesh, 2011b) and yet to be imple-

mented in many sectors including textile industry. Thisis a matter of concern whilst considering the fact that

enormous volume of ISO 9001 certications is reportedin the textile industry (Calisir, 2007). Against this back-

ground, the authors have adopted an integrated model“L6QMS-2008” reported by Karthi et al. (2011b) to

implement Lean Six Sigma in an ISO 9001:2008 certi-ed textile unit. This paper covers the background of

the study, relevant literature review, salient features of L6QMS-2008, implementation results and conclusions

of L6QMS-2008 model in a textile mill.

Evolution of integrated Lean Six Sigma and ISO

9001:2008 system

Lean Six Sigma being an emerging tool for enhancingthe competitiveness of the manufacturing and servic-

ing sectors, only limited work has been carried out inits applications.

Origin of implementing Lean Six Sigma through

ISO 9001:2008 standard-based QMS

Pfeifer, Reissiger, and Canales (2004) have reportedabout the implementation of the model integrating Six

Sigma and ISO 9001:2008 standard-based QMS andthe audit ndings. However, they did not carry out any practical case study to validate their work. Lupan,

Bacivarof, Kobi, and Robledo (2005) have narrated

*Corresponding author. Email: [email protected]

The Journal of The Textile Institute, 2013

Vol. 104, No. 10, 1089 – 1100, http://dx.doi.org/10.1080/00405000.2013.774945

2013 The Textile Institute


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how Dene-Measure-Analyse-Improve-Control (DMA-IC) phases could be embedded in Plan-Do-Check-Act

cycle of ISO 9001:2000 based process management

model. Heuvel, Does, and Verver (2005) have men-tioned that the Six Sigma efforts taken in the Red

Cross hospital were integrated with the ISO

9001:2000 based QMS. Based on the research work carried out by Pfeifer et al. (2004) and Lupan et al.

(2005), the critical links between the DMAIC phasesof Six Sigma and ISO 9001:2000 based requirements

were integrated by Bewoor and Pawar (2010). Theseauthors have implemented this work in an Indian

Small and Medium Enterprise and have enumeratedthe results of the case study.

In the book Lean ISO 9001: Adding Spark to your

ISO 9001 QMS and Sustainability to your Lean Efforts by Micklewright (2010), the integrating aspects

of Lean with ISO 9001 have been discussed. Simi-larly, Chiarini (2011) has provided the guidelines to

integrate Lean thinking and ISO 9001 after gatheringinformation from 107 companies in Europe.

After the publication of the book Lean Six Sigma:combining Six Sigma quality with lean speed by

George (2002), many researchers and practitionersstarted reaping the synergy of Lean and Six Sigma.

Karthi et al. (2011a) have observed increasing num- bers of publications and applications of Lean Six

Sigma and also the integration of Six Sigma or Leanthinking with ISO 9001 standard-based QMS. Based

on these concepts, Karthi et al. (2011a) have presenteda roadmap to implement Lean Six Sigma through ISO9001:2008 standard-based QMS. Subsequently, Karthi

et al. (2011b) have provided the theoretical guidelinesto integrate Lean Six Sigma with ISO 9001:2008 stan-

dards and reported a model titled “L6QMS-2008” withhypothetical steps for implementation.

Application of lean manufacturing or Six Sigma

concepts in textile industry

The application of Lean Six Sigma in the textileindustry has not been reported so far. However, a few

research works have been published highlighting theapplication of Lean manufacturing or Six Sigma in

this industry.Hodge, Ross, Joines, and Thoney (2011) have

implemented the lean manufacturing principles in a

composite textile mill having weaving and wet pro-cessing and elaborated about the application of value

stream mapping. They have stated that the lean manu-facturing principles are new to the textile industry and

visual controls are utilised frequently in recent times.Mukhopadhyay and Ray (2006) have illustrated the

application of the Six Sigma’s DMAIC improvement

methodology to reduce the cone weight variation in aspinning mill. They have used some Six Sigma tools

like Pareto Diagram, Repeatability Chart and Analysisof Variance in this study.

Das, Roy, and Antony (2007) have implementedthe DMAIC methodology to reduce the shade varia-

tions in the manufacturing of Linen Fabrics and usedcertain Six Sigma tools like SIPOC diagram, Pareto

Diagram, Cause-and-Effect Diagram and Analysis of Variance.

Lean Six Sigma through ISO 9001:2008 standard-

based QMS in textile industry

No research work could be traced about the imple-

mentation of Lean Six Sigma through ISO 9001:2008standard-based QMS in textile mills. However, a theo-

retical insight in this direction has been provided byKarthi et al. (2011b) through “L6QMS-2008 Model”

which enables the implementation of Lean Six Sigmavia ISO 9001:2008 based QMS in any sector.

The global textiles and clothing trade is expected toreach USD 1 Trillion by 2020 from the current level of

USD 510 billion. In the globalised era, the increasingquality awareness, cost competitiveness and prompt

delivery warrant scientic systems to make the textileindustry to achieve a sustained growth rate. As the

number of ISO 9001 certications (Calisir, 2007) is becoming signicant in the textile sector, it is construed

that the implementation of “L6QMS-2008 Model” willenable the textile industry to mitigate the global chal-lenges whilst striving to infuse high degree of quality

in the products produced and processes employed.

L6QMS-2008 model

Karthi et al. (2011b) have developed L6QMS-2008model as shown in Figure 1 integrating the Lean SixSigma concept with the ISO 9001:2008 standard-

based QMS. It incorporates DMAIC methodology, belt-based training infrastructure, Lean Six Sigma

tools and techniques in ISO 9001:2008 standard-based

QMS. Twenty hypothetical steps have been provided by Karthi et al. (2011b) for the implementation of

L6QMS-2008 in any organisation as shown inFigure 2. The case study reported in this research paper demonstrates the implementation of these hypo-

thetical steps to adopt L6QMS-2008 in a spinningmill.

Case study

The case study was conducted in one of the spin-

ning units of a leading textile company having four

1090 S. Karthi et al.


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spinning units and various other manufacturing and

business activities in south India. All the spinning

units have been certied with an integrated manage-ment system (IMS) by the Bureau Veritas Certica-tion (India) Private Limited comprising of ISO

9001:2008 standard-based QMS, ISO 14001:2004standard-based EMS and Social Accountability

8000:2001. The spinning units also implemented

TQM and TPM in the late 1990s. The “L6QMS-2008” case study was conducted in Unit A locatedin Andhra Pradesh, India. Two projects were carried

out for testing the model, viz. (i) reduction in sliver waste generation and (ii) reduction in ring frametenter training lead time. The journey of the case

study is narrated below:

Step 1. Appointment of coordinator : The rst author

of this paper was nominated as the Project Coordina-tor, and the Technical Manager was nominated to

assist the Coordinator for implementing L6QMS-2008model considering the condition of the unit.

Step 2. Conduct cognisance programme: Cognisance programme was conducted for the executives high-

lighting rationale behind integrating Lean Six Sigma

with the ISO 9001:2008 standard-based QMS, benets

and the applications.Step 3. Discussion meeting on modalities: The modali-

ties of implementing the L6QMS-2008 were discussedwith the senior level executives and decided to imple-

ment a pilot project before under taking the major project.

Step 4. Meeting with the heads of departments: A brainstorming session was conducted to identify the project work which can enhance the protability.

Step 5. Interviewing the management representative:The Coordinator had an interview with the manage-

ment representative and collected ISO 9001:2008 stan-dard-based QMS information.

Step 6. Identi cation of additional elements: TheCoordinator compared the present ISO 9001:2008

standard and L6QMS-2008 model and prepared theadditional QMS elements to be appended in the exist-

ing IMS for implementing L6QMS-2008.Step 7. Discussion with the technical manager : After

a detailed discussion with the Technical Manager, it was decided to append the new elements of the

L6QMS-2008 model only in the IMS of Unit A.Step 8. Preparation of additional elements by the

coordinator : The additional quality manual encom- passing the additional elements to implement theL6QMS-2008 model and the documentation proce-

dures were prepared. The procedures for implementingthe model were prepared as second level documenta-

tion. The Vice President-Technical (VP-Tech) was des-ignated as the Champion, and the Deputy General

Manager (DGM) was designated as the Master Black Belt.

Step 9. Submission of additional elements to the topmanagement : The Coordinator and the Technical Man-

ager jointly submitted the additional quality manual of the L6QMS-2008 model to the VP-Tech.

Step 10. Preparation of the corrected and re ned additional quality manual with amendments: The

Coordinator prepared the rened additional QualityManual with the alterations recommended by theDGM. The revised version of the additional Quality

Manual was approved by the VP-Tech.Step 11. Listing of actions: The Coordinator generated

an electronic folder titled as “L6QMS 2008 Unit A”to record the implementation of the model as

portrayed in Figure 3. The folder encapsulates four subfolders namely “L6QMS instruction classes”,

“L6QMS 2008 standard and manual”, “L6QMS procedures” and “L6QMS records”. The “L6QMS

Quality

Management

system

Scope

Normative

References

Terms and

Definitions

Management

responsibility

Product

realization

Resource

management

Measurement,Analysis and

Improvement

MAIC phases’requirements

Define phase

requirements

General LeanSix Sigma

requirements

Lean and SixSigma terms

and definitions

Devane (2004); Harry and

Schroeder (2005); George(2003); George et. al. (2005)

and Taghizadegan (2006)

Lean Six Sigma projects,

belt personnel, belt

training and applications

Responsibilities ofChampion, Master Black

Belt, Black Belts and

Green Belts

Lean Six Sigma beltbased training

infrastructure

requirements

5

2

1

3

4

6

7

8

Figure 1. Model of process based Lean Six Sigma QMS.

The Journal of The Textile Institute 1091


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instruction classes” subfolder contains the training

class materials in the form of ve MS-Of ce Power Point Presentation les for executing the ve phases

of a L6QMS-2008 project. The contents of L6QMS-2008 model and the additional quality manual

developed have been stored in the form of MS-Worddocuments in the subfolder “L6QMS 2008 standard

and manual”.The Coordinator developed the procedures for

implementing the project in ve phases and stored asMS-Word documents in the subfolder “L6QMS proce-

dures”. The folder titled as “L6QMS records” wascreated for the purpose of storing the records of the

completed L6QMS-2008 projects. The MS-Word lenamed “List of trained belt personnel” was created tostore the list of belt personnel trained during the

implementation of the project.Step 12. Development of belt-based training infra-

structure: Two L6QMS-2008 projects, (i) Sliver WasteReduction and (ii) Training Lead Time Reduction

were chosen as the projects for the case study. Produc-

tion Manager and Human Resources (HR) Manager were designated as the Black Belts. For Green Belts

two Production Supervisors were chosen for the

“sliver waste reduction”: project and one HR Assistant

was chosen for the “Training lead time reduction” project. The Coordinator conducted the instruction

class during each phase and explained the method of using the appropriate tools and techniques and after

the completion of every phase, the review meetingswere held and minutes were recorded.

Step 13. Conduct of instruction classes: The Coordi-nator conducted the instruction class under the Dene

phase and highlighted about Project Charter, SIPOCdiagram, Responsibility-Accountability-Consult-Inform(RACI) chart and cost benet analysis and guided to

prepare the documents.Value Stream Map, CTQ tree diagram, Data

Collection and Analysis Plan, Measurement SystemAnalysis and Gauge Repeatability and Reproducibility

Step 1. Appointment of Coordinator

Step 2. Organising cognizance programme

Step 3. Discussion meeting on modalities

Step 4. Meeting with the heads of departments

Step 5. Interviewing the Management Representative

Step 6. Identification of additional elements

Step 7. Discussion with the unit in-charge

Step 8. Preparation of additional elements

Step 9. Submission of additional elements to the top management

Step 10. Preparation of the corrected and refined additional Quality

Manual with amendments

Step 11. Listing of actions

Step 12. Development of belt based training infrastructure

Step 13. Conducting instruction classes

Step 14. Commencing L6QMS-2008 project

Step 15. Execution of L6QMS-2008 project

Step 16. Review the progress of L6QMS-2008 project

Step 17. Electronic documentation of L6QMS-2008

projects & listing of trained belt persons

Step 18. Quantification of the performance of

L6QMS-2008

Step 19. Appraisal of benefits achieved to the top

management

Step 20. Top management review on the

performance of L6QMS-2008 model

Figure 2. The 20 hypothetical steps for implementing L6QMS-2008 model.



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analysis were taught in the Measure Phase session.The instruction classes for the Analyse phase, Improve

phase and Control phase were also conducted ondifferent dates.

Step 14. Commencing L6QMS-2008 projects: Thetrained personnel started the projects under the guid-

ance of the Coordinator and Technical Manager. TheMaster Black Belt and the MR of Unit A monitored

the progress of the L6QMS-2008 projects on a daily basis.

Step 15. Execution of the L6QMS-2008 projects:Under each phase, the belt personnel executed the projects using appropriate tools and techniques which

were monitored by the Coordinator. The “sliver waste

reduction” project was denoted as LSS0001 andtargeted to reduce the waste generation from 1.85 to

1.5%. The “Training lead time reduction” project wasdenoted as LSS0002 and aimed to reduce the ringframe tenter training lead time from 9 to 6 months.

Step 16. Review of progress of L6QMS-2008 projects:

The Coordinator constantly reviewed both the projects, the details of which are given below.

Review of the progress of LSS0001 project

In Dene phase review meeting, the project charter,High-level process map, SIPOC diagram and RACI

chart of LSS0001 were prepared. The project charter,

L6QMS 2008 standard

L6QMS 2008 manual

L6QMS training

records

LSS0001

Measure Phase

Define Phase

Analyse Phase

Improve Phase

Control Phase

Cognizance

Programme Define Phase

Measure Phase

Analyse Phase

Improve Phase

Control Phase

L6QMS 2008

Unit A

L6QMS proceduresL6QMS 2008

standard andmanual

L6QMS recordsL6QMS instruction classes

L6QMS

Project records

LSS0001

List of trained

Black Belts and

Green Belts

Figure 3. Contents of L6QMS 2008 Unit “A” folder.

Table 1. Project charter for the execution of LSS0001.

Project number LSS0001

Commencement date 26 March 2011Project name Sliver waste reductionProblem Sliver waste is above 1.8%

Project scope Preparatory department Project objective Reduce Sliver waste to 1.5% within 3 m onthsBusiness need Customer impact Reduced breakages

Improved qualityEmployee impact Systematic work

Achieving the targeted ef ciency comfortablyReduced stress and strain

Organisational impact 0.1 million INR/month savingsTeam members Champion VP (Technical)

Master black belt DGMBlack belt(s) Production managersGreen belt(s) Production supervisors



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SIPOC diagram and RACI chart are shown in Tables1 – 3, respectively.

The project charter species the details of the project such as its scope, objectives and its belt person-

nel. SIPOC diagram is drawn to pinpoint supplier,inputs, processes, outputs and customers. The nature of

roles played by the belt personnel during the executionof DMAIC phases is indicated in RACI diagram. For example, in Table 3, the letter “R ” is indicated under

Dene phase against “Black Belts” to mean that Black Belts have the responsibility to carry out the Dene

phase of LSS0001. The High-level process map wasdrawn to indicate the variables that cause sliver waste.

The High-level process map is shown in Figure 4.

It was estimated that a saving of one million INR (INR is the of cial currency code for Indian Rupees)

per year could be achieved by implementingLSS0001. The proceedings were communicated

through electronic-mails, notice boards and orallythroughout the Unit A.

During the Measure phase, relevant data werecollected. In the analysis plan, the sample size, process capability (C p) and process capability index

(C pk ) were evaluated as presented in Table 4. Onemonth waste generation was collected which is shown

in Table 5.The C p, C pk and sigma values of the data given in

Table 5 were estimated as given below:

C p = (USL – LSL) ÷ 6sC pk = min [{(X – LSL) ÷ 3s); ((USL – X) ÷

3s)}]

C p = Process capability,C pk = Process capability indexUSL = Upper specication limit = 2.2LSL = Lower specication limit = 1.45

s = Standard deviation = 0.17 X = Average = 1.82C p = (2.2 – 1.45) ÷ (6 0.167) = 0.749Sigma

value= 0.7353 3 = 2.246

C pk = min {((1.82 – 1.45) ÷ (3 0.167));((2.2 – 1.82) ÷ (3 0.167))}

= min {0.745, 0.752} = 0.745

Table 2. SIPOC diagram for executing LSS0001.

Supplier Input Process Output Customer

Mixing Bale cotton Mixing Opened and mixed cotton BlowroomBlowroom Opened and mixed cotton Blowroom Lap CardingCarding Lap Carding Cleaned carded sliver SL/RLSL/RL Cleaned carded sliver SL/RL Lap Comber

Comber Lap Comber Combed sliver DrawingDrawing Combed sliver Drawing Combed drawing sliver SimplexSimplex Combed drawing sliver Roving (simplex) Roves Ring spinningRing spinning Roves Spinning Yarn (cop) WindingWinding Yarn (cop) Winding Cones Weaving/knitting

1. Variables in carding

2. Variables in SL/RL

3. Variables in the Comber

4. Variables in the Drawing

5. Variables in Simplex

Sliver waste

Figure 4. Process map for executing LSS0001.

Table 3. RACI diagram for LSS0001 and LSS0002.

Personnel designation

Phases

Dene Measure Analyse Improve Control

Black belts R A R R Green belts R

Master black belt I I A I A I IChampion A I I IBusiness owner C I C A IManager C C I I C R IProcess owner C C C C C ISubject matter expert I C CFinancial representative C I

Notes: R – Responsible; A – Accountable; C – Consult; I – Inform.



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The C p, C pk and sigma values pertaining to the present sliver waste level were found to be 0.749,

0.745, and 2.246, respectively. This indicated that thelevel of waste percentage is high. The sliver waste

generation was lowest on 20 March 2011 with a valueof 1.44% and the average was 1.82%. The data

revealed that it was possible to reduce the waste percentage from 1.82 to 1.5%. Whilst carrying out the

Analyse phase, the LSS0001 belt team conducted theroot cause analysis using Cause-and-Effect diagram as

shown in Figure 5. The belt team identied the recti-cation actions using the Cause-and-Effect diagram.

In the Improve phase, the rectication actions wereimplemented as shown in Table 6 which could reduce

waste generation from 1.82 to 1.5%. The controlmeasures to be taken to sustain the improvement were

Table 4. Data collection and analysis plan of LSS0001.

Key process Data Source of data Data owner

Analysistools

Frequency of analysis anddistribution

Carding Waste in percentage

Gemba based datacollection

Productiondepartment

SPC tools DailySL/RLComber

DrawingSimplex

Sliver

waste

Lap formation and Combing

Drawing

Carding

Roving

Length counter problem

Can changer problem (auto doffing problem)

Carding sliver falling during transportation

Auto leveller problem

Adoss or defective laps

Length counter problem

Double lap engaging, without spool running

Lap licking problem

Defective last layer of drawing sliver

Improper functioning of creel stop motion

Sliver waste dropping in between the cans

Strength-less sliver

Can falling at the time of doffing

Sliver falling during transportation

Improper piecing in the comber process

Figure 5. Cause and effect diagram for sliver waste generation.

Table 5. Sliver waste percentage March 2011.

Date Sliver waste % Date Sliver waste %

1 1.90 17 1.812 1.92 18 1.633 1.81 19 1.764 1.65 20 1.445 1.83 21 1.76

6 1.76 22 1.777 1.84 23 1.878 1.94 24 1.949 1.94 25 1.7710 2.18 26 1.8311 2.09 27 1.512 2.01 28 1.5213 2.09 29 1.7414 1.91 30 1.8915 1.92 31 1.8316 1.68 Average = 1.82%



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discussed and appropriate standard operating proce-

dures were framed.In order to check the sustainment of the rectica-

tion actions, the belt personnel gathered the sliver waste generation 26.06.11 – 14.07.11 (Table 7). The

data reveal that the sliver waste generation maintained

from 1.29 to 1.60% with an average of 1.49%. After the completion of the LSS0001 project, the project

details were recorded electronically in the computer.

Review of the progress of LSS0002 project

In the review meeting, the tools and techniques to beused by the belt team in the Dene phase werediscussed. The project charter, high-level process map,

SIPOC diagram and RACI diagram prepared by the

belt team are shown in Table 8, Figure 6 and Table 9,respectively.

LSS0002 Belt team utilised the same RACI

diagram used by LSS0001 which is shown in Table 3.The estimated savings of the project are above 0.1

million INR per month. Similar to LSS0001, theLSS0002 proceedings were communicated through

Table 6. Rectication actions taken in the Improve phase.

Problem Rectication action

1. Carding Length counter problem Defective length counters were repaired.Auto dof ng problem Malfunction of pistons were corrected.Auto leveller problem Malfunctioning auto levellers were attended.

Sliver falling while transportation Can casters cleaning frequency was increased. Floor damages were plastered.2. Lap formation and combing Length counter problem Defective length counters were attended.Lap licking problem Grams/meter of lap increased from 47 to 52.Adoss or defective laps Spool dimensions were ensured and defective spools were discarded.Double lap engaging, without spool running Minimum 5 reserve spools were maintained in the magazine.3. Drawing Can falling at the time of dof ng Can casters cleaning frequency was increased.Improper piecing in the comber process Workers were retrained to follow proper piecing method.Sliver falling during transportation Floor damages were plastered.4. Roving Strength-less sliver and defective layers Slow speed timing increased to arrest the sliver disturbance after dof ng.Improper functioning of creel stop motion The sensitivity of the sensors was adjusted.Sliver waste dropping in between the cans Workers counselled

Table 7. Sliver waste generation after implementingrectication actions.

Date Sliver waste % Date Sliver waste %

26-06-11 1.29 06-07-11 1.4527-06-11 1.35 07-07-11 1.3828-06-11 1.52 08-07-11 1.4529-06-11 1.55 09-07-11 1.6030-06-11 1.56 10-07-11 1.5201-07-11 1.54 11-07-11 1.5202-07-11 1.48 12-07-11 1.5403-07-11 1.44 13-07-11 1.5804-07-11 1.60 14-07-11 1.45

07-07-11 1.56 Average = 1.49%

Table 8. Project charter of LSS0002 developed by the belt personnel.

Project number LSS0002

Start date 26 March 2011Project name Training lead time reductionProblem The lead time for training ring frame tenter is 9 months which is quite highProject scope Ring frame department Project objective Reduction of training lead time to 6 monthsBusiness need Customer impact Reduction in manufacturing cost, improvement in productivity

Employee impact Standardised work and, fatigue reductionOrganisational impact More than 0.1 million INR per month

Team members Champion VP (Technical)Master black belt DGMBlack belt HR manager Green belt HR assistant



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electronic-mails, notice boards and orally throughout the Unit A.

In the review meeting, current state value stream

map and the lead time were discussed. This current

state value stream map is shown in Figure 7. As indi-cated, the lead time required to train a person hailing

from neighbourhood villages to work independently in

the ring frame was found to be little more than ninemonths. The LSS0002 belt team carried out theAnalyse phase and identied that the sluggish learningin the “ piecing” operation resulted in higher lead time.

This was identied as the bottleneck operation.The belt team carried out the root cause analysis

for the “ piecing” operation and prepared the Cause-and-Effect diagram which is shown in Figure 8. In the

review meeting of the Analyse phase, these resultswere discussed by the belt personnel with the Master Black Belt and decided to adopt Part Analysis Train-

ing (PAT) system under which piecing operation issplit into several convenient parts, tackled separately

and then combined. The classic example for PAT islearning typing in QWERTY key board in six phases.

The review of Improve phase was also carried out in

the same meeting.

The belt team decided to allocate limited numbersof spindles and handle the dif cult parts of the piecing

operation by imparting repeated training. The futurestate value stream map was drawn to portray this

modied training programme which shown in Figure 9.The duration of the modied training programme will

be 4 months and 20 days and therefore, the lead timeof 6 months could be achieved easily. The work

instructions for the modied training programme were prepared during the implementation of the Control

phase.Before concluding the project, the details of

modied training programmes were communicated tothe trainer and trainees by the belt personnel of LSS0002. This project yielded a saving of more than

one million INR per annum in the Unit A. TheLSS0002 project was closed with a condition that the

actual implementation of the modied training programme would begin in the month of July 2011.

Following the modied training programme initiativestaken by the Unit A, the Coordinator electronically

documented this L6QMS-2008 project with the codeLSS0002 along with the LSS0001.

Step 17. Electronic documentation of the L6QMS-2008 projects and the listing of trained belt persons:

The Coordinator electronically documented the Sliver waste reduction project in the “L6RP_Lean Six Sigma

record for projects” subfolder as an MS – Word letitled “LSS0001_Sliver waste reduction”. Likewise,

the training lead time reduction project was stored asMS – Word le with the title “LSS0002_Training lead

time reduction”

in the same “

L6RP_Lean Six Sigmarecord for projects” subfolder as indicated in Figure 3.The Production Manager and HR Manager were

listed as Black Belts in the MS – Word le titled “List of Green Belts and Black Belts”. In the same le, the

1. Induction program

2. Disciplinary training

3. Safety training

4. Off the job training

5. Piecing training

6. Gaiting training7. Doffing training

Training Lead time

Figure 6. High level process map for LSS0002.

Table 9. SIPOC diagram pertaining to LSS0002.

Supplier Input Process Output Customer

Surroundingvillages

Untrainedworkmen

Induction program Stage 1 – Trainee

Disciplinary training department

Training of cer Stage 1 – Trainee Disciplinary training Stage 2 – Trainee Safety training department

Training of cer Stage 2 – Trainee Safety training Stage 3 – Trainee

Off the job training department

Training of cer Stage 3 – Trainee Off the job training Stage 4 – Trainee

Piecing training department (On the job)

Training of cer Stage 4 – Trainee Piecing training (on the job)

Stage 5 – Trainee

Gaiting training department (on the job)

Training of cer Stage 5 – Trainee Gaiting training (on the job)

Stage 6 – Trainee

Dof ng training department (on the job)

Training of cer Stage 6 – Trainee Dof ng training (On the job)

Full loadworker

Spinning department (spinning in-charge)



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two Production Supervisors and the HR Assistant

were listed as Green Belts.Step 18. Quanti cation of the performance of L6QMS-2008: The improvements achieved through the

implementation of LSS0001 and LSS0002 projectsworked out to one million INR each project aggre-

gating a total amount of two million INR annually.The journey of the case study demonstrated the

simplicity of applying L6QMS-2008 project tools

and techniques, imparting training, L6QMS-2008 project execution and recording that would facilitatethe continual improvement in a textile mill.

Step 19. Appraisal of bene ts achieved to the topmanagement personnel : The Coordinator made a

presentation to the VP-HR and Administration on 6August and appreciated the involvement and the

Training

Department

3 days

20 trainees

3 days

20

trainees

10 days

40 trainees

15 days

40 trainees

3 days

20 trainees

190 days

40 trainees

Girls and boys

dormitories

Supplier (Agents recruiting

workers from

neighbourhood villages)

Customer

(Spinning Department)

50 days

50

trainees

Doffing

and

Donning

Induction

Programme

Disciplinary

Training

Safety

Training

Off the Job

Training

Piecing (Non

Compact)

Piecing

(Compact)

Figure 7. Existing state value stream map for piecing training.

Methods

Low concentration level

Lack of competiveness

Weak persons

Low intelligent quotient

Short persons

Improper

ambient conditions

EnvironmentMachines

Not providing training in

appropriate machinesTaking yarn from cop and inserting in

traveller and then inserting in Lappet hook

Taking the cops out from spindles

Taking excess yarn at the time of yarn cutting

Non-allocation of machines for trainees

Management

Not providing continuous training on the same work

Employing trainees to execute other works

Piecing and

Gaiting

training

Men

Figure 8. Cause and effect diagram for piecing training delay.



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efforts taken by the belt teams that resulted in a sav-

ing of two million INR annually. VP-HR and Admin-istration was impressed with the anticipated traininglead time reduction in the Unit A and requested to

implement the L6QMS-2008 project in the other spin-ning units.

Step 20. Top management review on the performance of L6QMS-2008 model : The top management review

meeting was held at the central of ce on 8 August 2011which highly appreciated both belt members and Coor-

dinator for the achievements. Having derived the tangi- ble benets, the management requested the Coordinator

to implement L6QMS-2008 model in the other units.

Conclusion

L6QMS-2008 model was successfully implemented ina spinning mill located in south India. Though LeanSix Sigma concepts were never tried in the textile

unit, two L6QMS-2008 projects could be implementedwithout any dif culty with the full cooperation of the

shop oor team and top management involvement.Sliver waste reduction project (LSS0001) and training

lead time reduction project (LSS0002) were carriedout within the ambit of ISO 9001:2008 standard-based

QMS maintained in the spinning mill (Unit A). Thecase study yielded an annual cost reduction in around

INR two million for the company. The 20 hypotheticalsteps enabled the team members to understand the

integrated concepts easily and achieve the targetedresults in both the projects without any hassles within

the given time frame. Therefore, no modications or

reduction in the 20 hypothetical steps are suggested inthis paper.

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Documents

Implementation of Lean Six Sigma Through ISO 90012008