Proceedings of the International Conference on Industrial Engineering and Operations Management

Rabat, Morocco, April 11-13, 2017

Quality Improvement of an Assembly Line using Industrial

Engineering and Operations Management Techniques-A
systematic approach
Md. Atikul Islam
First Senior Assistant Director
Walton Micro-Tech Corporation
Chandra, Kaliakoir, Gazipur, Bangladesh
[email protected]

Md. Sunny Ul Islam

Deputy Director
Walton Micro-Tech Corporation
Chandra, Kaliakoir, Gazipur, Bangladesh
[email protected]

Jiku Das Gupta

First Senior Assistant Director
Walton Micro-Tech Corporation
Chandra, Kaliakoir, Gazipur, Bangladesh
[email protected]

Abstract

Every business organization always wants to provide quality products and services to their customers
which are made up through a sequence of operations, which themselves have, specific and defined levels
of quality. To achieve the optimum quality level, there must be a visible and dedicated quality control and
quality assurance system so that quality standards are maintained in all levels and sections. To establish
such system first need to identify the key areas, which not only affect quality standards, but also impacts
on delivery schedules and overall costs. Using proper system those key area bottlenecks need to be solved
through analyzing by the sourcing, research and development, production, quality and production support
teams. This research paper includes the systematic approach do develop a standard quality management
system through which the major quality parameters are set and quality levels are achieved through
developing man, machine, materials, control systems etc. A case study was taken of three sewing lines of
a reputed garment industry and quality level increased by setting quality control system, improving
bottleneck quality points one by one, analysis of costs and benefits by the implementation of this system.

Keywords
Quality Control (QC), Quality Assurance (QA), Quality Management System, Bottleneck, Optimum
Quality Level.

1. Introduction

The desired quality level of a product will depend on the objectives and policies of the company and as well as
capacities and skills of the emp loyees . Since most of the production systems employed in assembly factories
includes the batch system wh ich includes a system whereby the products are gradually assembled as they move
through successive sub-assembly and main assembly operations. The principles of this system are: The various

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sections are positioned according to main operation sequence, with each section having a layout according to the
sequence of operations required to produce a particular component.

To achieve desired quality level the objectives or goals of the co mpany need to set first against quality. An effect ive
quality goal o r object ive could be, to be the best company in this sector and its policy should be to deliver Total
Quality Goods and services to all customers. This could be accomplished by means of the following actions:

1. Strive to satisfy and to exceed customers’ expectations to be accurate and on time with all deliverables.
2. Focuses on continual improvement in all quality related activit ies and seek to prevent errors and eliminate
the root causes of problems.
3. Develop and maintain mutually beneficial relationships with suppliers to assure a stable supply of quality
materials and services.
4. Maintain competitive prices and superior financial performance by eliminating waste wherever it occurs.
In order to achieve quality in the co mp leted product the raw materials quality need to ensure first. Otherwise the
whole system will not be effective. After that the whole assembly process quality need to define and st andardize and
quality awareness need to establish among all the employees related with it. The monitoring of the quality standard
maintenance need to establish in such a way that every product passes from one operation to another operation
provides desired quality level. Th is is mandatory in all kinds of assembly line because without ensuring quality in all
process/operation this is very difficult to ensure quality product at the end.

In some cases, this is very effective to ensure first time quality, wh ich means each process need to deliver quality
product at one operation only. Any kind of repairing is not allo wed because it not only affect the standard of quality
it also increase cost of manufacturing and high amount of rejection occurs . This is only possible by using automated
process or applying work aids, jigs, fixtures etc. To ensure quality most of the recognized industries uses own
mach ine making and maintenance teams so that they can easily develop customized machineries, equipment’s
according to demand. So metimes customized machines not only provide quality products but also provide high
productivity. To achieve optimu m quality level skill of the emp loyees is very necessary so that they can understand
the functioning of the machine set ups in which they can produce quality product.

Many companies have established training centres to train their employees to the required level and without
certification by the trainer they can’t put in an assembly line. The maintenance team also plays a vital role for
maintaining desired quality level through providing accurate machine set ups according to demand.

2. Literature Review

Waste is generally caused due to unnecessary delays, processes, costs and errors. The seven types of wastes
associated with Lean are overproduction, transportation, processing, inventory (work-in-process and finished
goods), waiting, mot ion and defects. These wastes are also associated with support functions involved in a
production system. The main focus of Lean is to address the value-added and non-value added activities. A non-
value added activity (NVA) is most commonly defined as any activity for which the customer is not willing to pay.
Lean necessitates the reduction of these NVA‟s by making the system perform better wh ile consu ming lesser
resources. Some of the widely-recognized benefits of Lean manufacturing include:

 Productivity Improvement.
 Reduced production lead times.
 Reduced inventory (Work-in-process and finished goods).
 Quality Improvement.
 Better utilization.
 Organized work flow and
 Safer operations.

Since its introduction to manufacturing, the concept of Lean with its fascinating principles has become a do minant
strategy in managing the production systems (Womack and Jones, 1990). Shah and Ward (2003) exp lore the concept
of Lean manufacturing and summarize that most of the modern manufacturing practices commonly associated with
Lean production show strong operational performance. Implement ing each of the Lean pract ices such as Continuous

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Improvement (Kaizen), Cycle time reduction, Pull System (Kanban), bottle neck removal, JIT, etc. contribute
largely to the operating performance of a production system.

Today’s market environ ment demands for high quality products with lo w costs with a greater variety in product s and
at faster response times. The manufacturer faces the challenge to meet these demands while maintain ing a pro fit.
Implementing Lean is an ongoing and long term goal. Proper defining of the goals suitable to a production process
and setting baselines is the key to productivity improvement.

3. Methodology
To improve quality of the analy zed assembly lines a step by step method applied so that the improvement becomes a
systematic approach and very easy to understand and implement. A case study was taken of three assembly line of a
reputed garment industry where long sleeve shirts were manufactured through assembly operation including 52
sewing mach ines of different types and total 74 peoples were involved with the assembly operation each line. The
systematic approach has been discussed in small segments through brainstorming stage and step by step action
plans.

3.1 Orientation Meeting

To imp lement quality imp rovement a s mall d iscussion meeting has been arranged with the production supervisors,
quality supervisors, production support team, sourcing, production and quality manager, general manager. The
overall objective of the quality improvement project explained to everyone and their valuable suggestions were
taken with high priority from everyone’s end.

3.2 Defining Quality Standard

The whole assembly process at first divided into several segments. The long sleeve shirt assembly process was
divided into the following small segments.

i. Collar making
ii. Cuff making
iii. Sleeve making
iv. Pocket making
v. Front part making
vi. Back part making
vii. Final assembly of the shirt

In all s mall segments the upcoming quality faults were carefu lly identified and every section a quality control table
inserted in such a way that all s mall co mpleted parts come through quality pass and ensure s desired quality. A
standard format has been developed showing all quality faults and given to the respective quality checkers in such a
way that anyone can check the faults coming and take initiative to solve the problems easily.

The quality checker table was provided with adequate lights, required measurement tapes with properly calibrated
and some patterns made by hard paper also provided so that they can easily check and identify problems. The given
quality standard was checked by all production, quality, sourcing, production support and maintenance team
members.

3.3 Training to the Quality Inspectors

A training session was arranged with all the quality inspectors explaining the object ives, involvement required,
checking points, allo wances, how to s olve upcoming faults, necessary preventive and corrective actions. Each and
every morn ing a small counseling was done by the quality inspectors before starting works to all the operators and
helpers involved with the processes. The acceptance level of quality all time highlighted and necessary motivation
was given to them on a regular basis.

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3.4 Summarizing the Quality Reports

Every hour of production the quality inspection sheet was checked by the supervisors and managers and highlighted
faults was exp lained properly. The necessary preventive and corrective actions were taken immediately by
respective section supervisor and necessary maintenance support were given on time. End of the day the completed
quality inspection sheet was given to the production s upport and industrial engineering team for analysis.

3.5 Development Initiative and Priority

After analy zing weekly and monthly basis reports some develop ment priorit ies were set for develop ment depending
on the impact on the production and quality effects.

3.6 Action Plan

After finalizing the development area an action plan was set with appropriate deadlines and responsible persons so
that everyone clearly understood their responsibility.

3.7 Monitoring

After successful imp lementation, a monitoring system was introduced so that the whole system can be monitored
properly.

4. Research and Findings of the Study

The quality improvement project imp lemented required few addit ional investment in manpower. But the
effectiveness and after successful imp lementation the outcomes were tremendous development in production
increase, repair, productivity and finally quality. During implementation of the quality improvement plan a step by
step priority was set depending on the productivity. One whole month’s qualit y inspection report has been analyzed
and shown in Table 1.

Table 1: April 01 to April 30 Defects (AQL)

Defect Description Line-06 Defect % Line-07 Defect % Line-08 Defect %
Broken Stitch 85 11.3% 85 11.87% 90 11.04%
Skip Stitch 67 8.9% 36 5.03% 38 4.66%
Down Stitch 85 11.3% 61 8.52% 88 10.80%
Raw Edge 123 16.3% 62 8.66% 81 9.94%
Hi low 10 1.3% 1 0.14% 1 0.12%
Thread Tension 8 1.1% 0 0.00% 0 0.00%
Puckering 0 0.0% 0 0.00% 3 0.37%
Uneven Shape 37 4.9% 4 0.56% 14 1.72%
Up-Down Position 11 1.5% 7 0.98% 0 0.00%
Holes/Damages 11 1.5% 5 0.70% 9 1.10%
Poor Ironing 0 0.0% 0 0.00% 1 0.12%
Stain/Oil Stain 4 0.5% 31 4.33% 5 0.61%
Open Seam 2 0.3% 2 0.28% 0 0.00%
Slanted 0 0.0% 0 0.00% 2 0.25%
Misplace Button 0 0.0% 0 0.00% 0 0.00%
Pleat 76 10.1% 57 7.96% 80 9.82%

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Projection 1 0.1% 0 0.00% 0 0.00%

Uncut thread 122 16.2% 216 30.17% 265 32.52%
Others 112 14.9% 149 20.81% 138 16.93%
Total 754 716 815
Inspected Qty 6150 6160 6160
Defect % 12.26% 11.62% 13.23%

To init iate development the majo r and minor defects were summarized and firstly major defects were taken for
analysis and improvement. Table 2 shows the major defects which are taken for first development.

Table 2: Major defects for improvement

% of Total % of Total
Major Defects Line-06 Line-07 Line-08 Total
Defects Inspected
Broken Stitch 85 85 90 260 12.29% 1.41%
Skip Stitch 67 36 38 141 6.66% 0.76%
Raw edge 121 62 81 266 12.57% 1.44%

High Impact

Un cut thread 122 216 265 603 28.50% 3.26%

Down stitch 85 61 88 234 11.06% 1.27%
Pleat 76 57 80 213 10.07% 1.15%
Other 112 149 138 399 18.86% 2.16%
Total Defects 670 666 780 2116 11.46%
Total Inspected 6150 6160 6160 18470

The major defects found from the line were bro ken stitch around 12.29% which is main ly occurs due to imp roper
mach ine adjustment, wrong needle selection, thread strength and elasticity problems. An immediate meeting was
called with all the mechanics and maintenance in-charge for proper machine ad justment and after d iscussing with
the supplier the needle was changed so that broken stitch faults removes. After proper adjustment, the fau lts coming
below 0.5% from 12.29%.

The second major defect found was skip stitch which is also a result of imp roper mach ine adjustment and wrong
thread selection. After discussing with the buyer, the thread changed and the defects was negligible.

Raw edges were mainly co ming due to imp roper blade adjustment and sharpness of overlock machines. After
discussing with maintenance team the mach ine blades were changed at scheduled interval and the faults reduced to
minimum.

The uncut threads were mainly co ming due to lack of auto trimmers at single needle and double needle lock stitch
mach ines. After inserting auto trimmer mach ines the uncut threads were reduced to below 0.3% and in some cases
of feed of the arm machines the extra thread were managed through the helpers working with the machine.

Down stitch and Pleat defects were solved with the machine adjustment and speed control of the stitching.

Before starting for develop ment, the impact level also analy zed and has shown in Table 3. The h igh impact, mediu m
impact and lo wer impact has shown to all quality inspectors and operators using color code so that everyone can see
who is doing maximu m defects and monitoring from all sections can be taken as required.

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Medium Impact
Low Impact

Table 3: Impact level

% of Total % of Total
Major Defects Line-06 Line-07 Line-08 Total
Defects Inspected
Broken Stitch 85 85 90 260 12.29% 1.41%
Skip Stitch 67 36 38 141 6.66% 0.76%
Raw edge 121 62 81 266 12.57% 1.44%
Un cut thread 122 216 265 603 28.50% 3.26%
Down stitch 85 61 88 234 11.06% 1.27%
Total Defects 670 666 780 2116
Total Inspected 6150 6160 6160 18470

Depending on the impact level at first a target was set for reducin g the defects. Different targets were set for
different types of defects. For example, the broken stitch, skip stitch, raw edge and down stitch target was set 50%
reduction within one week because it was required about 32 machines proper adjustment depending on different
defects. Buyer recommendation and decisions were required for changing needle and thread type. For un cut thread
the target was set for 100% within 1 week because it was required only auto trimmer setup in all the single and
double needle lock stitch machines which can be easily done by in-house maintenance support.

Based on the targets for reducing defects an effective action plan was setup with appropriate deadline and
responsible person for defined responsibility. The major responsibilit y included the production managers, quality
managers and general managers also so that everyone takes the full responsibility and necessary controls could be
taken fro m top management to middle management. For all three lines, respective supervisors were main ly
responsible for coordination with operators, mechanics and quality inspectors.

Table 4: Action Plans

SL# Description Who When Status
1 Awareness relevant Supervisors/Mechanics & In-charges Hasitha/Damith/Alaudin 18-Apr
2 0% Uncut Thread IE Team 15-May
a) Fix the thread standard based on the Bulletin. Hyder
b)Make sure UBT/Wiper function works properly. Bilal/
c) Audit and update the status of UBT function. Atik/Kamrul
d) Implement Weekly Audit System for machine condition. Atik
d) Check & update daily basis operators wise UBT/Wiper Usage. Hyder
g) Implement daily audit system for uncut threads. Hakim/Kamru l /Hyder
f) Implement Vacuum edge cutters for over lock operation. Hyder/Atik
3 50% Broken Stitch Reduction
a) Categorized broken stitches Operation wise Atik
b) Identify the reasons for broken Stitches. Atik/Hyder
c) Make action plan to reduce broken stitches base on the
Atik
analyzed data.
4 50% Down Stitch Reduction
a) Categorized Down Stitches Operation wise Atik
b) Identify the reasons for Down Stitches. Atik/Hyder

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c) Make action plan to reduce Down stitches base on the analyzed

Atik
data.
5 50% Skip Stitch Reduction
a) Categorized Skip stitches Operation & Machine wise Atik
b) Make sure the machine settings which we identified Hyder/Bilal
c) Implement Machine & Operation cheek list for mechanics. Hyder/Bilal
d) Identify the correct needle & thread combination for particular
Kabir / Hasitha/Bandara
operation.

Depending on the action plan the tolerance was changed for different operations after discussing with the respective
buyer requirements and final Accepted Quality Level (AQL) was given to the quality inspectors.

Table 5: Operation wise tolerance levels

Line No:
Style: Date:
Maxi mum
Who will Cut
Sl. Allowable
Section Operation Machine Balance Remarks
No. Thread
Thread
Length
1N2TLS-
1 Collar Make collar by Jig mc -manual
UBT
2 Collar Trim Collar Round 1N3TOL
3 Collar T/S Collar 1/4" 1N2TLS-PL
4 Collar Collar Band Hem With Lining 1N2TLS-PL
5 Collar Set band to collar 1N2TLS-EC
6 Collar Mid line top st at band 1N2TLS-PL
For reducing the uncut and extra threads by 100% an additional responsibility given to th e top personnel to check
and audit two garments every day and check the actual reasons for extra threads as shown in Table 6. A standard
form/checklist shown in Table 7 developed for reduction of defects

Table 6: Uncut & extra thread checking

SL. No. Tasks Responsible Person
Audit two garments every day by IE & Top Management. The Schedule
for auditing ….
a) IE Manager (Saturday)
b) Production GM (Sunday)
1
c) Production AGM (Monday)
d) Quality Manager (Tuesday)
e) COO (Wednesday)
f) Merchandizing Manager (Thursday)

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Table 7: Format/Checklist for extra/uncut thread

Line No:

Style: Date:

Audit Audit
Sl. UBT/Non Operator
Section Operation Machine First Second Signature Remarks
No. UBT Name/ID
Gmt. Gmt.
Make collar by Jig mc 1N2TLS-
1 Collar
-manual UBT

2 Collar Trim Collar Round 1N3TOL

1N2TLS-
3 Collar T/S Collar 1/4"
PL
Collar Band Hem 1N2TLS-
4 Collar
With Lining PL
1N2TLS-
5 Collar Set band to collar
EC
1N2TLS-
6 Collar Mid line top st at band
PL
Cut excess at btm of
7 Collar 1N3TOL
band
1N2TLS-
8 Sleeve Attach Sleeve Tape
UBT
Tack Sleeve Tape with 1N2TLS-
9 Sleeve
cut UBT
1N2TLS-
10 Sleeve Attach Sleeve Placket
UBT
1N2TLS-
11 Cuff Hem Cuff with lining
PL
Run Cuff - Square 1N2TLS-
12 Cuff
Match UBT

13 Cuff Trim Cuff 1N3TOL

After successful implementation of one weeks the defects were reduced to min imu m at the first stage which is
shown in Table 8. After careful adjustment of all machines and increasing awareness among the operators the all
defects were made negligible.

Table 8: Defects after one week

Defect Description Line-06 Defect % Line-07 Defect % Line-08 Defect %
Broken Stitch 42 9.4% 42 11.14% 45 11.22%
Skip Stitch 33 7.3% 18 4.77% 19 4.74%
Down Stitch 42 9.4% 30 7.96% 44 10.97%
Raw Edge 60 13.4% 31 8.22% 40 9.98%
Hi low 10 2.2% 1 0.27% 1 0.25%
Thread Tension 8 1.8% 0 0.00% 0 0.00%

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Puckering 0 0.0% 0 0.00% 3 0.75%

Uneven Shape 37 8.2% 4 1.06% 14 3.49%
Up-Down Position 11 2.4% 7 1.86% 0 0.00%
Holes/Damages 11 2.4% 5 1.33% 9 2.24%
Poor Ironing 0 0.0% 0 0.00% 1 0.25%
Stain/Oil Stain 4 0.9% 31 8.22% 5 1.25%
Open Seam 2 0.4% 2 0.53% 0 0.00%
Slanted 0 0.0% 0 0.00% 2 0.50%
Pleat 76 16.9% 56 14.85% 80 19.95%
Projection 1 0.2% 0 0.00% 0 0.00%
Uncut thread 0 0.0% 0 0.00% 0 0.00%
Others 112 24.9% 150 39.79% 138 34.41%
Total 449 377 401
Inspected Qty 6150 6160 6160
Defect % 7.30% 6.12% 6.51%

Figure 1. Before & After Development at Line-06

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Figure 2. Before & After Development at Line-07

Figure 3. Before & After Development at Line-08

5. Future Recommendation

For all kinds of developments in the above quality improvement project the sewing section only considered. Some
measurement problem in the final garment occurred due to some problems in cutting section and desired fabric
qualities. In order to maintain quality standard in high level all sections need to analyze and develop so that majority
causes of defect can be solved in the initial stages. Based on the quality requirements if the cutting section was
developed majority problems could have been solved easily.

In this analysis, the improvement was done only with the existing resources. It was possible to use customized and
automated machineries of higher budget for expected quality and productivity. There are so many ungraded
mach ines available for sleeve join, cuff join, collar attach, side seam join, bottom hem, button attach etc. if these
machineries could have been used the productivity could have been increased along with quality.

Although a small training session arranged for the operators and supervisors but for machine adjustments the
mechanics need special training fro m the mach ine supplier so that they can understand the machine adjustments

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properly and fix the problems within short time. It would be better for future it these resources could be considered
for development.

6. Conclusion

Achieving desired quality is not a single person’s task. It requires involvement of everyone fro m top management to
bottom level related to the product from sampling stage to final packing. Awareness among the workers and
supervisors regarding quality could bring the best quality because if the quality can be ensured at each stage it will
definitely provide the best. With proper machine set up, training and skill develop ment this task would be easier to
implement. In the case study, only three lines was developed against quality with available resources and the result
grows to rejection rate reduction from 4.7% to 1.2%, daily production increase from 750 pcs to 1070 pcs each line,
fin ishing manpower reduction of 7 persons, on time delivery and mostly the buyer/customer satisfaction. The major
improvement occurred in production due to the reduction of rework and due to awareness operator achieving quality
in single operation and satisfaction from root level to top management.

Acknowledgements
We are very gratefu l to M r. Hasitha Jayeeria (IE Manager) and M r. Damith Fernando (GM Production) of the
company for giv ing us the opportunity to work with the quality imp rovement pro ject and for g iving us the
tremendous support in learning about quality and quality improvement system. We are also grateful to all workers in
the three lines for giving the support about achieving the desired targets daily and also to the quality section which
helped us a lot to take all kinds of preventive actions to be done and achieving desired quality. It would not be
possible without the support from quality department personnel’s.

References
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Biography

Md. Atikul Islam is a First Senio r Assistant Director of Walton Micro-Tech Corporation a sister concern of Walton
Group. Prev iously he was worked as Deputy Executive in Industrial Engineering Depart ment of Pearl Garments
Co mpany Limited (PGCL) a sister concern of EPIC Group a Hong Kong based Multinational Garment Industry. He
earned B.Sc. in Industrial and Production Engineering fro m Khulna University of Engineering and Technology,
Bangladesh. He has published conference papers on Internat ional Journals and Conferences on Mechanical,
Industrial and Energy Engineering (ICMIEE) in the field of Supply Chain Management and IEEE in the field of
Unit Production System. Md. Atikul Islam has done research projects and Undergraduate thesis project with Kazi
Badrul Hasan, Assistant Professor of the Depart ment of Industrial Eng ineering and Management (IEM) of Khulna
University of Engineering & Technology (KUET). His research interests include Supply Chain Management,
Manufacturing, optimization, Operations Management, Operations Research, and Lean Manufacturing.

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Md. Sunny Ul Islam is a Deputy Director of Walton Micro-Tech Corporation a sister concern of Walton Group.
Previously he was worked as Deputy Execut ive in Industrial Engineering Depart ment of Pearl Garments Company
Limited (PGCL) a sister concern of EPIC Group a Hong Kong based Multinational Garment Industry. He earned
B.Sc. in Industrial and Production Engineering fro m Khulna Un iversity of Engineering and Technology,
Bangladesh. His research interests include Supply Chain Management, Manufacturing, optimization, Operat ions
Management, Operations Research, and Lean Manufacturing.

Jiku Das Gupta is a First Senior Assistant Director of Walton Micro-Tech Corporation a sister concern of Walton
Group. Previously he was worked as Deputy Executive in Industrial Engineering Depart ment of ESBL Crystal
Group Hong kong. He earned B.Sc. in Industrial and Production Engineering fro m Khulna University of
Engineering and Technology, Bangladesh. His research interests include Supply Chain Management,
Manufacturing, optimization, Operations Management, Operations Research, and Lean Manufacturing.

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