1. Zero Tolerance
For
Managing weaving Plant
Mansoor Ali Khan

2. Vision Statement
 Plan
 Organize
 Staff
 Lead
 Control
Set goals
Develop action plan
Review progress
Appraise overall performance

3. Kick off CIP Analyse
Situation
Define
targets
Develop
measures
Plan
measures
Control
results
Standard-
zation
Plan
DoCheck
Action
Quality
Management
Leadership is
responsible
Customer
satisfaction
Legal
consistence
Ensure quality
on a regular
basis
Use IT
Involve
employees
Improve
processes/
organization
Clear Quality
policy
Regard
environmental
aspects
Continuous improvement process (CIP)
DEVELOPMENT ACTION PLAN

4. Goal and Objective
Ten Critical Decisions
 Supply-chain management…..
 Human resources, job design.
 Service, product design………
 Quality management…………..
 Process, capacity design…….
 Layout design ………………….
 Inventory management ……….
 Scheduling ……………………..
 Maintenance …………………...

5. The Critical Decisions
 Quality management
 Who is responsible for quality?
 How do we define quality?
 How do we improve Quality?
 Production Management
 What product should we Produce?
 How should product meet timely?
 Maintenance management
 Who is responsible for maintenance?
 Explained Maintenance system to reduce down time and
cost ?

6. PLAN OF THE OVERALL
FUNCTION OF QUALITY
CONTROL
 The cost of the Quality Assurance.
 Function of Quality Assurance.
 Economics aspects of quality system.
 Advantages of effective control system.
 What equipment and technology is necessary for these
process?
 Working Principles – Continuous improvement

7.  Quality control in the sampling /development department.
 From sampling to full production.
 Customer specification standard.
 Product specification examples
Final Product specification

8. Out line of quality system
requirement.
 Data Generated.
 Customer based Quality
standard Product
quality
Development
technolo gy
Cost, time and
schedule
Process
quality
People
quality

9. Quality Monitoring as per Vendor
Product specification
 Recording system-making Up
 Supervisor checklist.
 Analysis of Customer specification standard.
 Product specification Tolerances.
 Training quality standards and fault analysis.
 Sampling techniques.
 Pre-shipment consignment approval check.

10. Quality Communication
 Example of Feed back
 Action checklist to improve .
 Economics of cleanliness.
 Analysis of Customer specification’s standard.
 Fault assessments cost record.
 Quality Control requirements-Order of priorities.
 Use Industrial Engineers for all specification and style bulletin.

11. Quality control cycle

12. Recommendation
Report can be furnished once audit conducted at
ITL.

13. PRODUCTION MANAGEMENT

14. Out Line of Content
1. General.
2. The Benefit of production management by Process View.
3. Contents of this program and the report
4. Introduction to productivity Analysis and Time studies.
5. Samples of Chart.
6. Summary and conclusion

15. Contents Of this program
and report
Introduction
a. Productivity Analysis
b. Time studies (Through Industrial Engineering Person)
 Analysis of long term weaver/Other section report
 Terms related to production calculations
 Weaver efficiency analysis
c. Comparisons between theoretically determined efficiency values
 Correlation of stops per loom hours and mean stop of duration.
 Correlation between weaver efficiency.
c. Work load assignment systems.
d. Weaving Training
 Attention Time stopped Looms.
 Patrolling and Inspection

16. Continued Content
f. Measures to Improve Productivity
 Weaving Mills Performance
 Knowledge Based Mills Management of Weaving Mills (Warping,
Sizing weaving and Quality departments).
 Stoppages and their cause in weaving Mills through applying
Root cause studies.

17. 1. Stock management in optimum levels.
2. Management of stock in process.
3. Volume management of material input
and loss .
4. Reduce wastage.
5. Implement plan to minimize rejection.
Cost Reduction
The Benefit of production management by Process View.

18. High efficient
management
1. All product on manufacturing line SMV
2. Stock management in optimum levels.
3. Management of stock in process.
4. Volume management of material input and
loss .
5. Reduce wastage.
6. Analysis of raw fabric to finish @ all stages
before Garmenting.
The Benefit of production management by Process View.

19. Time management
1. Real time check of production/stock
2. Short lead time for process
3. Short time for data access
4. Short time to make work sheet
5. Short time for decision making
6. Motion study principles - guidelines for designing
motion-efficient work procedures
7. Analysis of the basic elemental motions into which a
job can be broken down
8. Micro motion study - use of motion pictures and slow
motion to study motions that otherwise would be too
rapid to analyze
The Benefit of production management by Process View.

20. Standard time
Standard time:
The amount of time it should take a qualified worker to complete
a specific task, working at a sustainable rate, using given
methods, tools and equipment, raw materials, and workplace
arrangement
Time studies in weaving millsTime studies in weaving mills
 Labour cost per loom hour
Short stop loom per Hrs
Machine cost per loom hour

21. Samples of charts ,Graphs and spread sheets from Interactive KnowledgeSamples of charts ,Graphs and spread sheets from Interactive Knowledge
Based Intelligent Data Based for Time studies management skills forBased Intelligent Data Based for Time studies management skills for
weaving Mills:weaving Mills:
 Actual Number of Looms per weaver.
 Maximum Number of Looms per weaver.
 Maximum Number of Loom Distribution%.
 Production Chart
 Time Studies- Weaver Efficiency
 Time Introduction
 Weaver efficiency In Put.
 Work load %
 Work Load sheet.

22. Process Improvement

23. Managerial Issues
 Recognizing that every set of activities represents a process to be
managed.
 Acknowledging that processes are linked to other processes in other
functional areas.
 Choosing strategically critical performance measures by which to
monitor processes so that corrective actions are taken when needed.
 Using benchmarking to identify ways in which to create or improve
world-class design, production and delivery operations for products.

24. Methods analysis
Methods Analysis: Analyzing how a job
is done and trying to make it more
efficient

25. Methods analysis
 Basic procedure:
 Identify the job to be studied and gather information
 Discuss the job with the operator and supervisor
 Study and document the present method using a process chart
 Analyze and question the present method
 Propose a new method
 Analyzing and improving methods is facilitated by the use of:
 process charts: used to examine the overall sequence of an
operation by focusing on movements of the operator or flow of
materials
 worker machine charts: used to determine portions of a work cycle
during which an operator and equipment are busy or idle

26. Choosing a process to improve
 What would you consider?
 High rework
 Waste
 Frustration
 Customer complaints
 Time consuming (expensive)
 Frequent down time

27. Process Analysis in
Manufacturing
 Process Flowcharts
 A schematic diagram for describing a process.
 Process analysis often requires three different flowcharts:
 What the official or documented method ?
 How the work is actually being performed ?
 What the proper procedures should be ?

28. The process improvement cycle
Analy se
Measure
Change

29. Maintenance Management

30.
Maintenance Managers – Do you have a clear path forward?
My question is “What are the most important things for this plant to
improve upon in order to improve equipment reliability?”
If the maintenance managers in these plants would have:
•Had a vision (painted the picture of where to go)
•Had a plan
•Had communicated their future vision and the improvement plans
continuously
•Had some acceptance from their people around their plans

31. Root Cause Analysis is more
Effective After Basics are
Implemented
 Implement and eliminate:
 Involve the people:
 Thinking is required:
 Summary: To wrap this topic up . . .
 Root cause results are greatly enhanced if basic planning and
scheduling and PMs are established first.
 Root cause should focus on eliminating the problems rather than only
analyzing them.
 The front-line organization will solve many problems if processes are
in place.
 Trainers often spend too much time on traditional charting methods
rather than on creative and critical thinking.

32. Maintenance Key Performance
Indicators (KPI's)
 The KPI's should encourage the right behavior
 They should be difficult to manipulate to "look good"
 They should not require a lot of effort to measure

33. Technique: Benchmarking
 Track the number over time, any manager can make short
term maintenance cost cuts. This doesn't mean long term
performance improves.
 Track the number together with other numbers. If you have a
higher MC (Maintenance Cost)/ERV (Estimated Replacement
Value) , but a low production cost, you may just have different
accounting rules than your competitor, or you spend more on
maintenance to make gains in overall production reliability.

34. Preventive Maintenance / Essential Care and Condition
Monitoring (PM/ECCM)

35. Implementation Plan
 The gap of “what could be” and “what is” will provide the foundation for
making an implementation plan and identify measurable success
indicators for the condition monitoring and preventive maintenance
program

36. PM/ECCM
 Implementation
Implementation may start with initial reliability training for the plant in
PM and condition monitoring. After the initial training, we work with
your people on-the-job to implement and institute the PM / ECCM
(Preventive Maintenance / Essential Care and Condition Monitoring)
processes. The goal is to achieve a condition monitoring and
preventive maintenance program that is
 Documented
 Executed
 Tracked

37. Check Parameter
 Do we have condition monitoring routes covering all necessary
inspections?
 Do we use simple inspection tools such as a stroboscope, infrared
thermometer, vibration pen, industrial stethoscope, bright flashlights
(500,000 candela), and inspection mirrors?
 Can we inspect couplings, belts, and chains on the run, or do guards
make it impossible
 Are inspections being done? Are oil glasses clean enough to see oil
levels, are base bolts clean enough to check tightness,etc.?
 Are people educated and trained in basic inspection techniques

38. Computerized Maintenance
Management Systems (CMMS)
SHORTCOMINGS.
 The minimum requirements for a good route-
based system must allow you to:
 See all programmed preventive maintenance
activities per equipment identification in one
document

39. Maintenance Activity
• Change an activity from one craft to another in seconds. (For example,
moving a mechanical inspection to an operator inspection).
• Change a frequency in seconds.
• Change a standard activity in minutes. (For example changing the
standard inspection of gears to a new inspection method, or changing
three types of lubricants to a single new type.)
• Add or delete equipment in minutes.

40. GOOD INSPECTION PROGRAMS
 If we do have a good inspection program implemented, you should
recognize the following indicators
• All hours for lubrication, mechanical, and electrical and instrumentation
preventive maintenance activities are 6% to 12% of total maintenance
hours.
• Most work in shut down and weekly and daily schedules is the result of
early problem detection from preventive maintenance inspections.
• There are no unnecessary duplications of preventive maintenance
activities between mechanical, electrical, lubrication, operators, and so
forth.
• The content of the preventive maintenance program is right and you
actually perform 100% of programmed preventive maintenance activities.
• Average breakdown level continuously decreases

41. End of chaptersEnd of chapters
Thank You