Sreedher Kadambi and Badri Narayana, Flame TAO Knoware Pvt. Ltd.
So far, our previous blogs have elucidated on our Six Sigma DMAIC implementation journey for enhancing the embroidery quality in an apparel company. Specifically, we covered the first 4 stages so far – i.e., to ‘define’, ‘measure’, ‘analyse’, and ‘improve’. Here, we’ll continue to explore the fifth and final phase of the DMAIC project – to implement control and sustain the results!
Control: To Develop and Deploy Plans to Sustain the Results
Understanding the necessity of control requires the following insight – i.e., to improve is to win just half the battle. Sustaining these improvements accounts for the other half! Based on my experience, I’ve realized that no matter how good a process is performing, never stop measuring and monitoring it! Therefore, the first countermeasure which we implemented was as a visual graph. Specifically, this was displayed in the embroidery section to plot the current day’s performance (figure 1). However, the question remains: who will maintain this graph? It should be the section supervisor or the process owner. Consequently, the joy or pain is experienced by the doer or the process owner directly. Additionally, to sustain the results, we guided the process owner to plot a point on the graph daily, and to applaud the team whenever first-time-right quality was achieved. Importantly, you may ask us why we didn’t recommend control charts here. The answer’s simple – the section in charge didn’t have a PC. Therefore, had we recommended plotting a point in the computer and taking daily printouts, it would’ve amounted to a failure.
Figure 1 – Measuring performance daily
Afterwards, to carry further the ‘control’ step, we observed that our compiled results (using MS Excel) had yielded desirable results (figure 2). Moreover, once they saw the graph, their desire for sustenance increased. Nevertheless, keep in mind that as long as the process owner is the one calling the shots, sustenance is possible. However, if it’s the top management instead, then there’s a chance that the results would be temporarily sustained.
Figure 2 – Comparison of a ‘before-and-after’ scenario using a simple line graph
The other methods that we discussed to control, deploy and sustain results are as follows:
- Firstly, gloves had to be proactively issued to the embroidery department while handling white and/ or light-coloured garments. Therefore, while coloured gloves were stocked in the department and the re-order level was defined, new gloves had to be organized within 48 hours of receiving an indent from this section.
- Secondly, polythene covers had to be stocked in the embroidery section to always cover the garments. Therefore, this would help prevent them from getting stained.
- Thirdly, our motto was to ‘fix what is broken and prevent what is not broken’. We suggested the team take up other categories of defects and brainstorm preventive measures.
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- Particularly, in one case, there were several POs – out of which one had a red colour thread to be used. The team suggested making the POs vs. Therefore, the thread colours used visual cues (figure 2a) so that the ‘wrong thread used’ mistake can be proofed! This helps in preventing what is not broken.
Figure 2a – Visual Thread Colours that we used
- Fourthly, while in discussion with HR, it was mandatory to induct any new inspector into the standard operating procedures. Thereafter, this would be followed up with job tests, to test their understanding.
- Fifthly, to ensure top management commitment, a 15-minute slot was given to the team to review their performance monthly. This would be based on control charts, Pareto diagrams, and 5 Whys Analysis, alongside countermeasures status.
- Lastly, the section in charge will meet daily for 15 minutes near the visual graph display to discuss the current day’s performance. Specifically, this would include:
- To plot that day’s performance
- To review the defects found and do a 5-Why Analysis to develop preventive countermeasures
- Applaud 99% and above performance
Moreover, the most interesting aspect of this DMAIC project was its duration. It took just 3-4 weeks to achieve results, as opposed to the predicted 90 days! What I’ve learnt is that the key factors that determine your success is your hunger, aggression, wisdom, and consistency!