Change Management in Production and Quality

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There is ruothing so useless as doing fficientfi that which should not be done at a//.
-Peter F. Drucker
Change Process
| 2014
@S[*re&,
ffi solutions 4
fl S4Mi Management
' International
The world we haae created is a product of our thinking' it cannot be changed without
changirug our thinking.
-Albert Einstein
A bad ystem will beat a good person eueryt time.
-W. Edwards Deming
Solutions 4 Management International (S4Mi) Ltd. Page 123 of20l

Change Process
lntroduction:
The work book is aimed at helping the trainees to understand the key concepts of the subject
and carry out a self-study and activities that will reinforce the learning. The workbook will also
provide an opportunity to assess the understanding of the subject.
Learning Objective:
. Understand what is Change and Change process.
. Understand the Change Curve.
. How to make Operation Breakdown from a full garment to small individual operations.
. Understand the effect ofchange on people
. Understand the strategies to take people with you
What is Change?
"Chonge" is:
to make different in some particular
to make radically difierent
to give a different position, course, or direction to
to replace with another
to make a shift from one to another
to exchange for an equivalent sum or comparable item
to undergo a modification of
to undergo transformation, transition or substitution
The Change Process:
Change process may
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Fig: the Change Process
Unfreezing:
Change may be initiated by a crisis in the organization, new demands placed on the organization, or
innovation proposed by someone in the organization. The old ways are opened to questions, and the
climate for change exists.

Changing:
Change occurs through a random process of looking for new solutions, or a planned approach to
solving a problem. There is uncertainty, confusion, searching and probably conflict.
Refreezing:
Change slows, as new ways replace the old ones and become standard practice. members accept the
new situation.
Kaizen lmprovement:
Fig:'lmprovement' through innovation
Use that effort; but same effort (maintenance) you will get an improvement
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performance declines from internal issues, politics,
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Kaizen
Change for the better
KAIZEN recognizes that improvements can be small or large. Many small
improvements can make a big change - so KAIZEN works at a detailed level
KAIZEN is thus a (relatively) low cost, simple, team-based approach. Teams are trained
in the techniques and tools of KAIZEN. They then brainstorm improvement ideas and
vote on them for priority action.
The principles/approach behind KAIZEN are:
1. Discard conventional fixed ideas.
2. Think of how to do it, not why it cannot be done.

3. Do not make excuses. Start by questioning current practices.
4. Do not seek perfection. Do it right away even if it will only achieve 50o/o of target.
5. lf you make a mistake, correct it right away.
6. Throw wisdom at a problem, not money.
7. Ask 'WHY?" five times and seek root causes.
8. Seek the wisdom of ten people rather than the knowledge of one.
9. Don't ask workers to leave their brains at the factory gate.
The way of Supervisor acts as a Change Agent:
The Seven Dynamics of Change:
The Seven Dynamics of Change are listed below. Think about how the dynamics apply to a
change situation at work.
. Dynamic 1: People will feel awkward, ill-at-ease and self-conscious.
. Dynamic 2: People will think about what they have to give up.
. Dynamic 3: People will feel alone even if everyone else is going through the change.
. Dynamic 4: People can handle only so much change.
. Dynamic 5: People are at different levels of readiness for change.
. Dynamic 6: People will be concerned thatthey don't have enough resources (time,
money, skills, etc.).
. DynamicT: lf you take the pressure off, people will revert back to old behavior.

Kubler- Ross change Curve:
Integration
Shock /
Surprise
Morale Frustration / Angry
Experiment
Time
Fig: Kubler- Ross change Curve in terms of time and Moral respectively in X-axis and Y-axis.
Changes in our Emotions can be caused by the amount of information available:
. As change affects people they go through a cycle of emotions
. Their Ievel of optimism is often directly related to expectations of how the change will
affect them
. The more people learn about what is needed to accomplish the change, the more
pessimistic they may become about their ability to accomplish it
Therefore,
. How individuals feel about change is related to how much information is available to
them
. People resist change typically because they are uncertain as to how it will affect them
Emotional Cycle of Change Has Five Stages: What happens at each
staoe?
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Fig: e motional Cycle of Change Has Five Stages
Solutions 4 Management International (S4Mi) Ltd.
Hopeful
Realism
Page 127 of20l

Stage: 1 -Uninformed Optimism
. Honeymoon period
. Ideas look great on paper
. AII major obstacles appear to have been anticipated
Stage: 2-lnformed Pessimism
. Problem surface
. Few solutions are obvious
. Morale drops - "Why did I ever get involved in the first place?"
. Balances out uninformed optimism
Stage: 3-Hopeful Realism
. A turning point occurs
. A sense of accomplishment replaces a sense of pushing against problems
. Problems have not all disappeared, but peoples hopes are based on realistic data
Stage: 4-lnformed Optimism
. Optimism continues to develop
. A fresh burst ofenergy appears
Stage: 5-Rewarding Completion
. Successful change has been made
. Official change effort is complete
. The outcome is frequently much different from that anticipated in stage 1
Understanding the emotional cycle of change: will help us to manage resistance to change as
well as understand people's reactions better. By Understanding the Emotional cycle of
change; we greatly increase our chances of making change happen successfully.
. We become aware that our emotional shifts are not unique
. Emotional shifts become less severe
. We can understand the reactions of other people in the organization
. We learn to anticipate other's reactions and adapt as required
Resistance: is the nature's way of telling you something important is going on and that you
are aware of it. Resistance may be-
. Predictable
. Natural
. Emotional
Why Do People Resist Change?
Resistance is an emotional process, the key understands it
. People resist change because the change is:
Perceived by them to be negative , and
They do not want to deal with the reasons for it
. Resistance is a way of expressing feelings of concern about making a change.
Our task is to those people who are resisting change to express the below mention concerns
directly. Concerns can be:-
. Loss of credibility or reputation

. Lack of career or financial advancement, change in job role, Job transfer or demotion
. Possible damage to relationships with boss
. Loss of employment
. Interpersonalrejection
. Embarrassment/loss ofself-esteem
Understanding Underlying Concerns:
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.L&nce /
V:i b,Ie Reiiilance
3 steps to managing resistance:
Step-1: ldentify the form the resistance is taking
- Trust what you see more than what you hear
- Pick up cues
- Listen to yourself - - use your own feelings as a barometer
- Uneasy, bored, irritated
- Listen for repetition/telltale phrases
- The third time a question is asked; interpret it as a form of resistance
Step-2: Acknowledge, name the resistance
- Tell person your perception of the resistance
- Do it in a "win/win" manner; neutral, non-aggressive "What I think I hear you saying
is... " "
- Tell the person how the resistance is making you feel
- Be specific, clear, genuine
Step-3: Be quiet, listen, and let the person respond
- Get him/her talking
- Encourage full expression of the concerns
- Cradually uncover underlying resistance/issue
- be aware of other forms of resistance surfacing
Solutions 4 Management Intemational (S4Mi) Ltd. Page 129 of20l

Resistance itself can take many forms:
What you will see
Fig: Many forms of Resistance.
Hints and tips around managing resistance to change
Explain why the change is happening
ldentify the benefits of the change
Invite and answer questions
Get everyone to participate, if possible, early
( "fl rst-d raft " reviews, mem bersh i p i n planni ng /i mplementation
teams, etc.)
Avoid surprises - be open and honest from the start
Set standards and clear targets
Inform/involve informal leaders - influential people
Recognize and reward efforts
Over-communicate
. Low energy
. Some ignoring you, no eye
contact
. Doing other things rather than
listening
. People walking away
. Defensive body language
. Nit picking
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Take People with You
'Treat people how we like to be treated' it could be the straight tagline for any kind of
relationship development initiative same for also team working.
As a manager/peer/teammate/subordinate/ Ieader we need to realize and agree this truth
that - People have a real desire to be seen, heard and recognized:
Emotional loyalty:
Research tells us that the key points that create emotional loyalty are:
..'. Work as a team
* Trust and respect each other
* Listen, support and say "Thank You"
t Share knowledge and experience
Saying what we mean?
Research also shows that effective communication follows following graph! So, we need to be
more careful about what we say? As well as what we mean...
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Page 131 of201

Feelings & Behaviors
. Feelings need acknowledgement
. Allfeelings are valid
. Behaviors can be changed
. Different people express the same feeling in
different ways
What Stops Communication?
Feelings
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Barriers to Communication
ludging:
'You brought it on yourself - you only have yourself to blame'
'You're insensitive -just like the rest of them'
'Just because you're a manager, you think you're better than me'
Sending Solutions
'You shouldn't have done that, you ought to tell her you're sorry'
That's an easy one to solve, you need to...'
Do what I ask...Why? Because I said so!'
Avoiding Others Concern
'You think that's bad, let me tell you what happened to mel'
'lt'llall be okay in the end'
'Co and have a cup of tea, you'llfeel better'
Time
Body
Language
Tone
Use of
words
Listener's
thoughts,
feelings and
expectati0ns
Distraction
Listener's
thoughts,
feelings and
expectations
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Personal Awareness
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Stating What You Want
Feelings
Solutions 4 Management International (S4Mi) Ltd Page 133 of20l

How You Can Help Others
Emotional Bank Balance
Relationships never stand still - each time we interact with someone our
relationship is either improved (*r*Sit**) or diminished (debited)
;r*dit
Bank Balance
Sehit
Conversation

Problem Solving Tools
Introduction:
The work book is aimed at helping the trainees understand the key concepts of the subject
and carry out a self-study and activities that will reinforce the learning. The workbook will also
Learning Objectives
. Understand importance of structured Problem Solving approach
. To get an overview of quality tools
. Understand the importance of data collection and data based decisions making
. Understand 8 steps of problem solving
. Understand what is 5 why analysis, its benefits and application
. Thumb rules of problem solving
What we really do in factory?
Fire Fighting Problem Solving
What is Problem Solving?
A set of activities designed to analyze a situation systematically and generate, implement, and evaluate
solutions.
Objectives of Problem Solving:
. To prevent recurrence of a problem by eliminating its cause
. To create problem solvers
. You can give a person a fish, or.....
Page 135 of201
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Methods of Problem Solving:
1. The Conventional Problem Solving Approach
Why have data based records?
. Because our memory and our managers memory is short lived
. You will not get appreciation for good work, but in case of failure you are likely to be
reprimanded
. If you have records of your performance, people will listen to you as you will have
facts and figures
. The great Guru of Quality Dr. Deming once said "ln GOD I trust, other pleose give me
doto"
. Records will help you onolyse your performonce ond show improvement
Check Sheet
Check sheets are data collection forms constructed to record specific information about a process in an
organized manner.ie. Check sheet for data collection at End-line.
Pareto Principle
Vilfredo Pareto
. Italian engineer, sociologist, economist, philosopher
. 1906 Pareto principle
2. Fact based Problem Solving
Solutions 4 Management International (SaMi) Ltd Page 136 of20l

"ln empirical problems usually about20%o causes determine about
B0% efflects."
Pareto Analysis
. A statistical technique in decision making.
. Used for the selection of a limited number of tasks that produce significant overall effect.
. It uses the Pareto Principle (also know as the 80/20 rule) the idea that by doing 20o/o of the
work you can generate 80% of the beneflt of doing the whole job.
Pareto analysis of the defects
Pareter Chart
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8 Steps of Problem Solving
Clarify The Problem
Break down the
problem
Set the target to be
achieved
Analvze the root cause
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International (S4Mi) Ltd.
8. Standardize success
and learn from failures
7. Evaluate the process
and results
Solutions 4 Management Page 137 of20l

Benefits of Structured Problem Solving Process
. Remove time lost in debate
. Identify weak points in processes
. Discover systemic causes why an incident occurred
. Cives afactual representation of the incident
. Compare what actually happened against what should have happened, at any point
during the incident.
When do we use the 8 Step Process?
. Significant or repetitive complaints
As of Human errors
As of equipment failures
. Performance is generally below desired standard
Reaching 'Root Cause'
What is Root Cause?
The deepest underlying cause, or causes of positive or negative symptoms within any process,
which if dissolved, would result in elimination or substantial reduction of the symptom.
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Tools for Root Cause Analysis:
. 5Why
. Cause & Effect Diagram
5 Why Analysis:
tr By repeatedly asking the question "Why", you can peel away the layers of
symptoms that can lead to the root cause of a problem.
tr Very often the first reason for a problem will lead you to another question and
then to another.
tr Although this technique is called "5 Whys," you may find that you will need to
ask the question fewer or more times than five before you find the issue related
to a problem.
Solutions 4 Management Intemational (SaMi) Ltd. Page 138 of20l

Benefits Of the 5 Why Analysis:
U It helps to quickly identify the root cause of a problem.
E lt can be learned quickly and doesn't require statistical analysis to be used.
Procedure for doing 5 why analysis:
1. Initiate a meeting
2. Clarify the problem
3. Cenerate the causes using brainstorming method
4. Verify cause
5. Decide Corrective action
6. Implement the action
7. Evaluate
8. Standardize
In Toyota it is said that problem solving is:
....20% tools
and 80% thinking
Fig: Format for 5-Why Analysis.
Cause and Effect Diagram
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Solutions 4 Management Intemational (S4Mi) Ltd. Page 139 of201

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Example: Cause and effectDiagram of Late for work
lnformation
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Why should we use a Cause & Effect Diagram?
' Helps determine the root couses of a problem or quality characteristic using a structured
approach.
' Encourages group participation and utilizes group knowledge of the process.
' Uses an orderly, easy-to-read format to diagram cause-and-efFect relationships.
. lndicates possible causes of variation in a process.
' lncreases knowledge of the process by helping everyone to learn more about the factors at
work and how they relate.
. ldentifies areas where data should be collected for further study.
Solution Points
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Problem focused
o Attack the problem, not the person.
o Focus on what can be done, not on what can't be done.
Relationship focused
o Encourage Diversity- different points of view and honest dialogue
o Listen to understand the other person's point of view before giving your own.
. Show respect for the other person's point of view.
. Build the relationship to solve the problem while.
Self-focused
o No Blame- Express your feelings in a way that does not blame.
o Accept ownership for your part of the problem.
Points to Remember:
o In conventional problem solving method; problem don't remove from the root
. 5 Why is very helpfultoolfor problem solving
. "8 steps of Problem solving" is a systematic approach to solve any problems
Activities
Please identify one major problem from your factory/work area andtry to solve it through "8
steps of problem solving" approach.
Assignments
o Use 5 why tool for solve a common problem of your section/factory.
. Use Fish-bone Diagram to solve any production related problems.
Questions for Self-Assessment
. What are the 8 Steps for problem solving?
. In "5 Why" analysis, always why have to asked 5 times. (True/False)
. Data is not so important for problem solving. (True/False)
When soluingproblems, drg at the roots instead oflust hacking at the leaues.
- Anthony l. D'Angelo

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5S (Five S)
lntroduction:
The work book is aimed at helping the trainee understand the key concepts of the subject and
carry out a self-study and activities that will reinforce the learning. The workbook will also
Learning Objectives
. Understand 5s & it's implementation in garment industry.
5S
. A 5 steps improvement process
clean,
Neat
Orderly workplace.
. It focuses on effective workplace organization
. Standardized work procedure.
Benefits of 55
. Reduction in errors/ defects due to standardized procedures
Consistent and improved quality
Higher productivity
Lesser time to retrieve things when required
Reduction in m / c downtime
Lesser Accidents
More usable space
Improved communication among employees
Sense of ownership of workplace
Improved morale of the employees
Pride to work in clean and organized work place
Positive impression on the customers
Improvement in Space Utilization
Page 142 of20l
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. Helps free up valuable space by removing/eliminating unnecessary items
. It gives clear information as to what is there in the stock
. Helps to drive away with the ilC(just in case) mentality from the organization
. Increased Productivity - The purpose of work area will be more apparent leading
to efficient work flow. The workers will devote all their time in production rather
than spending time in locating tools.
. Workers will be more satisfied with their environment
1S-Sort (Seiri)
Distinguish the necessary thing from the unnecessary and dispose the unnecessary.
Activities undertaken to implement Sort (Seiri)
. Evaluate and take picture of the work area
. Separate Things- which are necessa ry from those which are not necessary
. Red Tag - items which are potentially no longer needed or need further evaluation
. Rework/ Repair- those items which are currently not in working condition but useful
and repairable
. Return-borrowed things to their owners
. Dispose off items in non usable conditions and unnecessary
. Discard old files which are not in use
Usable and non-usable fabrics,
accessories, garments
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Separate
Red Tag
items
A red tag is put on an item that needs to
be examined for its usage
Rework /
Repair
Dilapidated Trolleys
Dispose Off

Benefits of Sort:
. Helps free up valuable space by removing/eliminating unnecessary items
. It gives clear information as to what is there in the stock
. Helps to drive away with the JlC(ust in case) mentality from the organization
. Increased Productivity - The purpose of work area will be more apparent Ieading to
efficient work flow. The workers will devote all their time in production rather than
spending time in locating tools.
. Workers will be more satisfied with their environment
Sort Note:
. lt is important to involve accounting department in sorting activities since some items
may still have book value and it needs to be properly accounted for.
2S-Set in Order (Seiton)
Arrange the necessary items in an orderly fashion so they are easily accessed and selected for
USE.
. Set in order refers to efficient and effective storage methods. Set in order helps in
deciding the way to efficiently arrange the sorted material so as to maximize economy
of movement, i.e. the things used most, should be close and labeled in clearly visible
manner.
. The principle of Set in order is'there should be o ploce for everything ond everything
should be on its place.' This would reduce time to store and retrieve goods.
Activities to be undertaken for implementation of Set in order
Pre-fix a place for everything
PIan Storage for easy retrieva[. Organize storage based on frequency of use.
Observe first in -first out for issue/ consumption of items
Mark gangways with yellow Iines and keep gangways from any obstruction
Keep all materials in identified Iocations (i.e. under inspections, finished goods, non-
conforming etc.)
Assign shelving
l1
Solutions 4 Management International (S4Mi) Ltd Page 144 of201

Assign
shelving
Assign racks/ shelves to the
segregated fabrics
Benefits of Set in order
. Easy retrieval of materials.
. Search time is minimized.
. Reduced inventory, as things don't get lost one need not have to buy extra things one
don't need as one already has it and can find them easily.
Set in order - 3 'F' Standards
In order to properly store things, following points need to be kept in consideration:
. Fixed location- items should have a dedicated location
. Fixed ltem- a place for everything and everything in its place
. Fixed quantity- only pre-determined amount of items should be stored
Set in order
Point of use
o Point of use describes when material, tools and parts to be used are located close to
the process they'll be used. When items are kept within arm's reach they are
immediately available and thus the non-value adding activities like unnecessary
motions and waiting is eliminated.
3- Shine (Seiso)
o Shine is cleaning the work place completely so that there is no dust on the machines,
fixtures, equipment and floors; it also refers to finding underlying reasons for the
grime.
First we do an initial physical sweep to make everything clean by picking up trash,
sweeping the floor, wiping the equipment, tools and machines.
Then, we do a visual sweep each day and notice where things are getting dirty again.
During these daily sweeps we write down the reasons why the mess occurred, and take
action to eliminate the root causes.
Activities to be undertaken for implementation of Shine /Sanitize/ Clean up
. Clean up machines , jigs, fixtures, tools etc and work place
. Prepare schedule for cleaning and assign clear responsibilities
. Conduct inspection to unearth problems , identify root causes and establish corrective
actions
. Place trash bins at strategic places
Solutions 4 Management International (S4Mi) Ltd. Page 145 of201

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Cleaning the sewing machines
beds
Prepare Schedule
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Conduct
inspection
Prepare housekeeping audit
reports
Place trash bins To trash waste pup., *f-rii.
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on required putting heat transfer label
places
Benefits of Shine
. People feel pride in working in a clean and clutter free environment.
. Improved safety
. Dirt and contamination are chief reasons for machine breakdowns as are things like
fluid and air leaks, dirty air filters. Thus Ieads to saving the company's money that
would have been used in its repair and maintenance.
. Improved quality of the products.
Shine - Note:
To follow Shine, consider following points:
1 . Assign zones of responsibility. Everyone should take charge of their area.
2. Everyone should make it a habit.
3. Assign particular time for practicing the habit
4- Standardize (Seiketsu)
Standardize is repeatedly following of Sort, Set-in-order and Shine, developing and
implementing Standard Operating Procedure (SOPs), maintaining safe and hygienic
conditions at work place.
Taiichi Ohno once said:
"Where there is no standard, there can be no improvement."

Activities to be undertaken for implementation of Adherence to standards
(Seiketsu)
. On daily basis practice Sort(clean), Set-in-order (systemize) and Shine (clean) -
Standardize best practices
. Arrange employees training in 5s Technique
. Promote friendly competition
. Develop SOPs with the involvement of employees and implement them to maintain
safe and hygienic conditions at work leading to serene atmosphere.
. Practice visual managementfor continuous improvement.
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Train the employees on 5s
technique so that they may
implement 5s in their work areas
Iike- sewing floor, sampling
room etc
Develop SOPs
Practice visual
management
Develop SOPs for the revised
procedures so that everybody
may be able to understand it.
oitpluv Jri Iy proouition" or
quality related data for
everybody to see.
Benefits ofAdherence to standards
. Everyone knows what exactly his/ her responsibilities are.
. Improvement in quality due to reduced defects.
. Safe and hygienic conditions at work.
Adherence to standards - Note:
. Standards can always be improved but once the standard is made, it is important to
make it visual so that it's maintained.
. A good way to maintain and improve performance is to make the status visible
5- Sustain (Shitshuke)
. Sustain is to have self-discipline and commitment to follow the first 4s i.e. Sort, Set-in-
order, Shine and Standardize.
. Sustain is to adhere to standardized procedures.
To ensure 5S following activities should be followed under Sustain
. Training of employees on 5s on regular intervals.
. Internal auditing by trained auditors.
Pagel4T of20l

. Daily follow up of 5s activities.
. Distribute easy to read booklets, display SOPs in the work place.
. Promote friendly competition and competitive benchmarking among the departments
for 5s.
. Conduct audits to evaluate approach and results.
. Recognize 5S achievements.
,l="'=nffi'
1 Training of
employees =-n*F;o'T
='o***
,"
Training of employees from time to
time so that the concept of 5s
remains fresh in the minds of all the
employees and they can do
continuous improvement in their
work areas.
Distribute small write ups,
pamphlets, and progress reviews
from time to time among the
employees.
i i::::::::::::i rr L L r:.r:.:ii:::::::::::::
fi diet l:6latHd iitd
Sustain :,1,, .
rr ttt:: l
I : I t:::t: : l
Distribute easy to
read books
Sustain - Note:
The first 3 steps of sort, straighten and sweep are covered in plan and do while last two steps
of standardize and sustain are covered in check and act portions of PDCA.
Case Study on 55
Fabric and Trim Store
Before
Poor storage of old stock thread
After
Improved storage of old stock thread

r Before
Random Storage of beads
After
Beads segregated
along with a small
the bag
style wise and labeled
sample attached outside
Before
Racks for storing sample files and inspection
files was haphazardly arranged
After
Unnecessary files (seldom used ) were sent
to a central area away from the place of
work
Scrap which was removed during the
exercise
Files were labeled. The racks and necessary
items were re-arranged for easy retrieval
Page 149 of20l

I
Sampling and Manual Bead Work Area
Before
Insecure beads rack from back side
After
Back side of the racks covered with pattern
paper
Before
Messy shelf of center table
ffi lI**" --r-
ETIFWP
J: H$tl! +ffi
&.si t., - ffi
1.::::]:':Y* 'i,1"r,
After
Center shelf of center table
Before
Unused machine & thread stand blocking the
passage
li[[N
ffi
After
Passage blockage cleared
Solutions 4 Management International (SaMi) Ltd. Page 150 of201

Before
The racks were full of dust and the
containers are kept mixed together
After
Clean rack with Iabeled containers
Cuttino De
Before
Cluttered garments and cut parts
After
Two bins allotted for rejected panels/ cut
parts
Two bins allotted for cut parts to be issued
for sewing
Two bins allotted for cut parts whose
approval is awaited

of20l
Solutions 4 Management International (S4Mi) Ltd'

Before
No defined zonefor weighing machines
After
Weighing machine inside the defined zone
Before
Random storage of packing material
Packing area labeled

-
Finishing Department
Before
Dirty and broken aisle
After
FIoor cleaned & broken aisles repaired
Before
No aisles
After
Aisles marked with yellow tape.
Red tape used to
demarcated the area
for defective pieces

Before
Haphazard storage of garments in finishing
department. Trolleys crossing the yellow
lines
After
Carments sorted and stored style wise. This
area is demarcated with red tape
Before
Alteration stickers on floor and on table side
After
Alteration stickers has to be placed on a
small piece of cardboard and later dispose
the cardboard piece in the poly-bag
Before
Random storage of packing material
After
Packing material segregated size wise
Height of packaging carton raised
Solutions 4 Management Intemational (S4Mi) Ltd. Page 155 of20l

F
Packing area Iabeled
Easy Access
Handmade bottle stand for easy access to
water bottle
Cutting
Pouch for scissors
Points to Remember
. 5 S helps to reduce Accidents, Improved communication among employees
. Sort means- Distinguish the necessary thing from the unnecessary and dispose the
unnecessary
. Set in order refers to efficient and effective storage methods
. Shine is cleaning the work place completely so that there is no dust on the
machines, fixtures, equipment and floors; it also refers to finding underlying
reasons for the grime.
. "On daily basis practice Sort(clean), Set-in-order (systemize) and Shine (clean) -
Standardize best practices" is important for standardization.
o Training of employees on 5s on regular intervals is important for sustain the 55.
Activities
Please think of your work area and the status of 55 activity in your office/ workplace. Take
picture or video clip from your work place, find the opportunity to implement 55 and make a
plan to implement 55.
Page 156 of20I

Assignment
. Initiate identifying 5s opportunity in yourfactory with summarization and benefits.
Questions for Se lf-Assessment
. What is the right sequence of 55?
. What is meaning of each 'S' in 55?
. To implement 55 huge investment is required (True/False)
. 55 improves the productivity (TruelFalse)

lnternal Customer Supplier Chain
Introduction:
The work book is aimed at helping the trainees to understand the key concepts of the subjectand carry
out a self-study and activities that will reinforce the learning. The workbook will also provide an
opportunity to assess the understanding ofthe subject.
Learning Objective:
. Building Quality through Internal Customer Supplier Chain
. Understand Customer Supplier Chain
. The Process Chain
. Process Model
. Develop & initiate Feedback register
. Sample formats for feedback register.
Building Quality through lnternal Customer-Supplier Chain
Everybody has customers and everybody has suppliers. Everybody has to be involved in delivering
quality. Right now do we have customers and suppliers in this our factory? Do we aim to satisfy our
customers or we create problems for them? lf we satisfy internal customers, the chances are that we
will be able to satisfy the end customer.
Customer Supplier Chain
(lndicative & Non Exhaustive)
- (1 tsnr I rn
{a " " f # fi -,ret r,ii'jua.+41'* tq'!,rya,;n ds&r,*; ;..;:,:,.: ::rsii i* re*
<( E*rsF{..} +* $H9S#ESiFE;4t*tdir {g 4t# i} bdY; f Ji; <l$Y,k'Ps*
#qn
,r11r,_,,ll,sssllil
I llliiil.N,. ss{i$$ll}tr|ll1a:ry? - "}q$i
t"
::=
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ffi:
N
+
nr
ii
;::
fl
t* +* BeHs, r! 4q
Solutions 4 Management International (SaMi) Ltd Page 158 of201

The Process Chain:
OU TP UT
liLlllplter
---------------a'
SLrtlpli*r
PR(}C*SS'&' PR$*r.$$ '*B',
r Onttrlut rf pr*rtous pr"{}ce6$ beronrer iaput to next process.
* l"r-r* subst*ndxrd inpnt t* b* gir.tn t$ "1n)'Ilr{}cess"
r 5*}rr*r**s sLxII allo'w. sx}: xtaudprd ouQruf fo eonrq crrr-
* Tr*al the xext pr$€€ss ar to$r r.xlxed cusfouler
Process Model for Sewing
QUALITY
INPUT
RAW MATERIAL
+
SPECIFICATIONS
QUALITY
OUTPUT
PROCESSED
COMPONENT
OR
GARMENTS
Feedback Register
. A feedback register is a simple tool used by supplier department to take the feedback
from the customer department about the kind of work sent to them.
. It should be taken in positive spirit and feedbacks received should be considered as an
opportunity for i mproving.
. With every transaction from a supplier department a register to seek the feedback
from the customer department is sent.
Feedback is received from the in charge/ supervisor of the customer department and
the supplier department decides and writes the action points on the feedback.
The idea behind the feedback register is to make sure that every communication
between the two departments is documented and acted upon.
The quick feedback helps the supplier department to control the problems in the
consecutive Iots.
MOTIVATED PEOPLE
KNOW-HOW
PLANT & MACHINERY

r
E
E
E
F
E
E
i
Sample format for Fabric Feedback Register
(Between Fabric & Cutting)
Style No.
(Between Cutting & Sewing)
Style No.
Issue
Date
lssue
No.
lssue
Meters
Lot No.
Feedback Comments
(from cutting
manager)
Feedback
Date
Signature of
Cutting
Manager
Action Taken by
Fabric lncharge
Signature
of Fabric
Incharge
Issue
Date
Issue
No. issued
Size
Feedback Comments
(from sewing manager)
:eedbacl
Date
Signatu
re of
Sewing
Manag
er
Action Taken by Cutting ln
charge
Signature
of Cutting
In charge
4/Aug tra 1200
S,M
&L
Sleeve notch missing for size 'S'
Wrong placement of numbering
sticker on the panels
7 /lan
Notch incorporated in the sleeve
pattern
Numberin g sticker placement
defined for all the parts
(Between Sewing & Finishing)
Style No.
lssue
Date
Issue
No.
No of
Pieces
issued
Size/
Color
Feedback Comments
(from finishing
manager)
Feedback
Date
Signature of
Finishing
Manager
Action Taken by
;ewing Supervisor
Signature of
sewing
Supervisor
Solutions 4 Management International (S4Mi) Ltd. Page I60 of20l

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,r'.-d$r1 t,
./1s-/ .s l
.1{Y/:l I
lf/d /
'/f I
{q t
ct
dod
br)
dti
?n
?z
E
td-
1a
?
Way forward
. ln a supply chain you cannot have lslands of Excellence
Manufacturing still has a lot of improvement potential
We also need to engage with supply chain partners
Points to Remember:
. "You're only as strong as your weakest link".
. Internal Customer-Supplier Chain is not to create the 'blaming game'; it's mainly to
submit you for feedback from next department to achieve improvement feedback. It is
mainly to asking for finding scope for self-improvement.
. With every transaction from a supplier department a register to seek the feedback
from the customer department is sent.
Activities
Please think of daily activity where transaction is taken place between cutting and sewing
department; try to develop a register with above mentioned format between cutting and
sewing. After maintaining the register for one week, please try to calculate the satisfactory
Ievelof customer (sewing)from the supplier (cutting).

Assignment
. Please think of daily activity where transaction is taken place between sewing and
finishing department; try to develop a register with above mentioned format
between sewing and finishing. After maintaining the register for one week, please
try to calculate the satisfactory level of customer (finishing) from the supplier
(sewing).
Questions for Self-Assessment by participants
1. What should be done to start Internal Customer-Supplier Register?
2. In the 'Cutting-Sewing' Feedback register, sewing-in-charge will take action
on feedback received from cutting in charge. (True / False).
3. In the Process chain model; finishing will be considered as customer of
sewing department. (True / False).

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