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Welcome to the  Quality  and Productivity Seminar Host ;  Asif Hussain Senior Technical Manager NS Hong Kong
1982
Customer Mission Statement 09/07/11 NSL Quality Management Customer Mission Statement To Deliver Beautifully Designed, excellent quality Clothing and Home ware quickly, reliably and at Market Leading Prices .
As the No.1 Supplier it is our responsibility “ To fulfill and exceed the expectations of our Customers”
Next Quality Expectations ,[object Object],[object Object]
Over 500 Shops Over 150 Overseas   Stores More than US$2 m Directory  Customers www.next.co.uk
[object Object],[object Object],[object Object],[object Object]
Customer Profile  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
US$780 million per annum NS Global Sales Turnover Opportunity! NS HKG Sales Turnover US$280 million per annum Largest Sourcing Office
Far East Region China Kazakhstan Nepal India Pakistan Afghanistan China Thailand Far East Region Sri Lanka Bangladesh Bhutan Burma Laos Vietnam Cambodia Taiwan Korea Japan Russia Buying Office VM Office Sample Room Warehouse Production Quality Hub Laboratory Shanghai Donguaan Fuyong Hong Kong Hong Kong Shanghai Donguaan Shenzhen Design Studio Bangkok NSL Head Office Regional HQ
The Role of NS and Our Suppliers ,[object Object],[object Object],[object Object],[object Object],[object Object],We have to win ALL of our business, there are no free rides! ,[object Object]
Code Of Practice 10. Effective management systems Ten Key Principles 1. No child labour 2. No forced labour 3. Freedom of association 4. Healthy & safe working conditions 5. Reasonable wages and benefits 6. Reasonable working hours 7. Equal opportunities 8. Employment security 9. Respectful treatment of employees
How will our business grow? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Biggest Single Challenge Today Price! (Not Sales) Give us the right price and we’ll get you the sale!
 
 
UK Warehouse Inspections ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
UK Warehouse Inspections NEXT WAREHOUSE VIDEO
09/07/11 NSL Quality Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
All Depts. - Close Internal Relationship Merchandise Dept. HR & Admin IT ,[object Object],[object Object],Accounts Shipping ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Technical ,[object Object],Code of  Practice ,[object Object],Product  Dev. & Design ,[object Object],[object Object],[object Object],[object Object],[object Object],VM Centre  in Fuyong
Black Seal Grade Sample  Handover Development Sample Buying Sample Design Pack Garment PP  PP-Sample   (Production)   Store Audits   White Seal Fit Sample  In-line/ End-of-line Inspection Gold Seal  Final Inspection   Warehouse   Fabric PP  REWORK   REJECTS   MFRN’s   Product Cycle -  Design Pack to Consumer
PREVENTATIVE  PROACTIVE  QUALITY ASSURANCE
TEAMWORK AND GOOD COMMUNICATION TOGETHER WE CAN ACHIEVE ANYTHING
Fabric/Trims Sewing Cutting /Fusing /Bundling Additional Processes  Finishing/  Pressing /Packing Metal Detection Quality Planning  /  Pre Production communication Simply-Walk the Process
IMPROVING PRODUCTIVITY
[object Object],09/07/11 NSL Quality Management The objective of this meeting is to provide simplified guidelines to all QA and Factory Staff to ensure a systematic and clear path is followed from the introduction of a new style through to the final shipment .
Next RAG Guidelines/Best Practices
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Improving Productivity
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Improving Productivity
[object Object],[object Object],[object Object],[object Object],[object Object],Improving Productivity LEAN  STAGE 1 LEAN  STAGE 3 LEAN  STAGE 3 LEAN  STAGE 4 LEAN  STAGE 2 TARGET
[object Object],[object Object],[object Object],[object Object],Benefits
Who Uses..?
How can we get there too…?
90 % of Teachings are the same
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Bonus Incentives
[object Object],[object Object],[object Object],[object Object],The Biggest Change of All
[object Object],[object Object],[object Object],The Biggest Change of All
The 2 nd  Biggest Change   “Management Style” NO BACK STABBING NO SHOUTING  NO HIDING NO ARGUEMENTS BE APPROACHABLE TEAM  WORK
WE CAN TEACH EACH OTHER WE CAN GUIDE AS LEADERS The Difference we Can Make
[object Object],[object Object],EVERYTHING
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Cost of Inventory
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Accountants have it Wrong
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],CIAO   = GOOD BYE = REMOVE All Work is either…
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Which of these Activities Add value..?
[object Object],[object Object],[object Object],[object Object],Where are the Biggest benefits..?
[object Object],[object Object],The No. 1 Fundamental Principle of Improvement
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7 main “Wastes”
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],More “Wastes” More  “Wastes”
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ZERO % GOAL= Get even closer to Zero
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ZERO % GOAL= Get even closer to Zero  Process Times
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Benefits of “Flow”
Process of Kaizen
Streamlining Process Flow One way flow In-line QC In In Out In In VS QC QC In In Out In In
Workers Skill Matrix
Efficiency Charts
HELPS TO DISPLAY INTERNAL EFFICIENCY BETWEEN WORKERS IN DIFFERENT SEWING LINES Efficiency Charts
SOME FACTORIES HAVE “LIVE”/ ”REAL TIME” PROGRESS USING TECHNOLOGY Efficiency Charts
PRESSING STANDARD ON DISPLAY FOR WORKERS AT PRESSING AREA PRESSING/VISUAL STANDARD ON DISPLAY FOR WORKERS AT INSPECTION AREA Visual Standards and WIP
GARMENTS ARE STACKED & MESSY BEFORE PRESSING  GARMENTS NEATLY STACKED  BEFORE PRESSING  LESS COST….LESS TIME…AS PER VISUAL STANDARD Visual Standards and WIP
After Pressing WIP After Pressing WIP
FABRIC IS STACKED UP TOO HIGH FOR RELAXING BEFORE CUTTING… MANY ROLLS  FABRIC IS STORED ON RACKS FOR RELAXING BEFORE CUTTING… ONE ROLL PER SHELF  GOOD/CONSISTENT MEASUREMENTS…AS PER SIZE SPEC Fabric Relaxation  (Jersey / Knit / Stretch Denim)
Fabric Relaxation  (Jersey / Knit / Stretch Denim) FABRIC IS STORED ON RACKS FOR RELAXING BEFORE CUTTING… ONE ROLL PER SHELF  GOOD/CONSISTENT MEASUREMENTS…AS PER SIZE SPEC Fabric Relaxation  (Jersey / Knit / Stretch Denim)
BIG PIECE WASTAGE SMALL  WASTAGE POOR LAYING CHECK BULK MARKER AGAIN Cutting Room Wastages
CUT PANELS ARE STACKED UP TOO HIGH AFTER RELAXING….!!!! CUT BUNDLES STACKED UP TOO HIGH AND MIXED UP BEFORE SEWING  AFTER RELAXING….!!!! BAD MEASUREMENTS…SHADING/DAMAGE/REWORK/SHORTSHIPMENT After Cutting WIP
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],NEED TO HAVE BETTER /MORE % FABRIC INSPECTION BEFORE CUTTING After Cutting Panel Inspection
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],LOW MORAL / NO ENERGY……….DELAY SHIPMENTS/LOSS OF PROFIT After Cutting Panel Inspection Highlight “Bottlenecks” (WIP TOO HIGH)
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],LOW MORAL / NO ENERGY……….DELAY SHIPMENTS/LOSS OF PROFIT Highlight “Bottlenecks” (WIP TOO HIGH)
A GOOD METHOD TO KEEP MACHINES FROM COLLECTING RESIDUE FROM THREADS Keeping Machines Clean
DOUBLE CHECK MACHINE CHECKLIST Keeping Machines Clean
GUIDE IS INCORRECT TO SPEC FACTORY QC PASSED..!!! Accurate Inspections
1 3 2 4 6 5 8 7 9 ,[object Object],[object Object],[object Object],[object Object],360 Degree Quality Review
MAJOR DEFECT POINTS CLEARLY HIGHLIGHTED FOR WORKERS AT INSPECTION TABLES HOW TO MEASURE GUIDELINES   HIGHLIGHTED FOR WORKERS AT INSPECTION TABLES Guides at Inspection Tables
Appraisal and Monitoring Waiting Time Internal Corrections Transportation Underutilized People Inventory Non Value Added Processes Defects Overproduction Timescale Difference % Appraisal Measurements Current Measurement Dept
How can NS support more..?
NSL QC/ SENIOR HK STAFF DEMONSTRATING FINAL INSPECTION TO FACTORY QA/QC SENIOR HK STAFF EXPLAINING NEXT & QCC PROCEDURES TO FACTORY QC / LOGISTICS WORKERS IN FACTORY NS training the Factory
SENIOR HK STAFF CONDUCTING TRAINING SEMINAR TO FACTORY STAFF NS training the Factory
TO BE THE BEST GARMENT  MANUFACTURER IN THE WORLD FACTORY’S GOAL
Customer Mission Statement 09/07/11 NSL Quality Management Customer Mission Statement To Deliver Beautifully Designed, Excellent Quality Clothing and Home ware quickly, reliably and at Market Leading Prices .
Q & A

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Global qa conference updated

  • 1. Welcome to the Quality and Productivity Seminar Host ; Asif Hussain Senior Technical Manager NS Hong Kong
  • 3. Customer Mission Statement 09/07/11 NSL Quality Management Customer Mission Statement To Deliver Beautifully Designed, excellent quality Clothing and Home ware quickly, reliably and at Market Leading Prices .
  • 4. As the No.1 Supplier it is our responsibility “ To fulfill and exceed the expectations of our Customers”
  • 5.
  • 6. Over 500 Shops Over 150 Overseas Stores More than US$2 m Directory Customers www.next.co.uk
  • 7.
  • 8.
  • 9. US$780 million per annum NS Global Sales Turnover Opportunity! NS HKG Sales Turnover US$280 million per annum Largest Sourcing Office
  • 10. Far East Region China Kazakhstan Nepal India Pakistan Afghanistan China Thailand Far East Region Sri Lanka Bangladesh Bhutan Burma Laos Vietnam Cambodia Taiwan Korea Japan Russia Buying Office VM Office Sample Room Warehouse Production Quality Hub Laboratory Shanghai Donguaan Fuyong Hong Kong Hong Kong Shanghai Donguaan Shenzhen Design Studio Bangkok NSL Head Office Regional HQ
  • 11.
  • 12. Code Of Practice 10. Effective management systems Ten Key Principles 1. No child labour 2. No forced labour 3. Freedom of association 4. Healthy & safe working conditions 5. Reasonable wages and benefits 6. Reasonable working hours 7. Equal opportunities 8. Employment security 9. Respectful treatment of employees
  • 13.
  • 14. Biggest Single Challenge Today Price! (Not Sales) Give us the right price and we’ll get you the sale!
  • 15.  
  • 16.  
  • 17.
  • 18. UK Warehouse Inspections NEXT WAREHOUSE VIDEO
  • 19.
  • 20.
  • 21. Black Seal Grade Sample Handover Development Sample Buying Sample Design Pack Garment PP PP-Sample   (Production) Store Audits White Seal Fit Sample In-line/ End-of-line Inspection Gold Seal Final Inspection Warehouse Fabric PP REWORK REJECTS MFRN’s Product Cycle - Design Pack to Consumer
  • 22. PREVENTATIVE PROACTIVE QUALITY ASSURANCE
  • 23. TEAMWORK AND GOOD COMMUNICATION TOGETHER WE CAN ACHIEVE ANYTHING
  • 24. Fabric/Trims Sewing Cutting /Fusing /Bundling Additional Processes Finishing/ Pressing /Packing Metal Detection Quality Planning / Pre Production communication Simply-Walk the Process
  • 26.
  • 28.
  • 29.
  • 30.
  • 31.
  • 33. How can we get there too…?
  • 34. 90 % of Teachings are the same
  • 35.
  • 36.
  • 37.
  • 38. The 2 nd Biggest Change “Management Style” NO BACK STABBING NO SHOUTING NO HIDING NO ARGUEMENTS BE APPROACHABLE TEAM WORK
  • 39. WE CAN TEACH EACH OTHER WE CAN GUIDE AS LEADERS The Difference we Can Make
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51.
  • 53. Streamlining Process Flow One way flow In-line QC In In Out In In VS QC QC In In Out In In
  • 56. HELPS TO DISPLAY INTERNAL EFFICIENCY BETWEEN WORKERS IN DIFFERENT SEWING LINES Efficiency Charts
  • 57. SOME FACTORIES HAVE “LIVE”/ ”REAL TIME” PROGRESS USING TECHNOLOGY Efficiency Charts
  • 58. PRESSING STANDARD ON DISPLAY FOR WORKERS AT PRESSING AREA PRESSING/VISUAL STANDARD ON DISPLAY FOR WORKERS AT INSPECTION AREA Visual Standards and WIP
  • 59. GARMENTS ARE STACKED & MESSY BEFORE PRESSING GARMENTS NEATLY STACKED BEFORE PRESSING LESS COST….LESS TIME…AS PER VISUAL STANDARD Visual Standards and WIP
  • 60. After Pressing WIP After Pressing WIP
  • 61. FABRIC IS STACKED UP TOO HIGH FOR RELAXING BEFORE CUTTING… MANY ROLLS FABRIC IS STORED ON RACKS FOR RELAXING BEFORE CUTTING… ONE ROLL PER SHELF GOOD/CONSISTENT MEASUREMENTS…AS PER SIZE SPEC Fabric Relaxation (Jersey / Knit / Stretch Denim)
  • 62. Fabric Relaxation (Jersey / Knit / Stretch Denim) FABRIC IS STORED ON RACKS FOR RELAXING BEFORE CUTTING… ONE ROLL PER SHELF GOOD/CONSISTENT MEASUREMENTS…AS PER SIZE SPEC Fabric Relaxation (Jersey / Knit / Stretch Denim)
  • 63. BIG PIECE WASTAGE SMALL WASTAGE POOR LAYING CHECK BULK MARKER AGAIN Cutting Room Wastages
  • 64. CUT PANELS ARE STACKED UP TOO HIGH AFTER RELAXING….!!!! CUT BUNDLES STACKED UP TOO HIGH AND MIXED UP BEFORE SEWING AFTER RELAXING….!!!! BAD MEASUREMENTS…SHADING/DAMAGE/REWORK/SHORTSHIPMENT After Cutting WIP
  • 65.
  • 66.
  • 67.
  • 68. A GOOD METHOD TO KEEP MACHINES FROM COLLECTING RESIDUE FROM THREADS Keeping Machines Clean
  • 69. DOUBLE CHECK MACHINE CHECKLIST Keeping Machines Clean
  • 70. GUIDE IS INCORRECT TO SPEC FACTORY QC PASSED..!!! Accurate Inspections
  • 71.
  • 72. MAJOR DEFECT POINTS CLEARLY HIGHLIGHTED FOR WORKERS AT INSPECTION TABLES HOW TO MEASURE GUIDELINES HIGHLIGHTED FOR WORKERS AT INSPECTION TABLES Guides at Inspection Tables
  • 73. Appraisal and Monitoring Waiting Time Internal Corrections Transportation Underutilized People Inventory Non Value Added Processes Defects Overproduction Timescale Difference % Appraisal Measurements Current Measurement Dept
  • 74. How can NS support more..?
  • 75. NSL QC/ SENIOR HK STAFF DEMONSTRATING FINAL INSPECTION TO FACTORY QA/QC SENIOR HK STAFF EXPLAINING NEXT & QCC PROCEDURES TO FACTORY QC / LOGISTICS WORKERS IN FACTORY NS training the Factory
  • 76. SENIOR HK STAFF CONDUCTING TRAINING SEMINAR TO FACTORY STAFF NS training the Factory
  • 77. TO BE THE BEST GARMENT MANUFACTURER IN THE WORLD FACTORY’S GOAL
  • 78. Customer Mission Statement 09/07/11 NSL Quality Management Customer Mission Statement To Deliver Beautifully Designed, Excellent Quality Clothing and Home ware quickly, reliably and at Market Leading Prices .
  • 79. Q & A

Hinweis der Redaktion

  1. Ask the audience: Do they know what the mission statement of our customer is? Do they understand the statement? What does this mean to NSL?
  2. Presenter Otto
  3. Ask the audience: Do they know what the mission statement of our customer is? Do they understand the statement? What does this mean to NSL?