Apex Footwear Ltd. (a 100% export oriented leather footwear manufacturing plant) Project Management Office Charter Quality Improvement Team in the production of shoe uppers, Sewing Line- 1 I. Establishment The purpose of this charter is to establish a Quality Improvement Team to reduce the high level of rejections of shoe uppers in the Sewing Line 1 of Apex Footwear Ltd,. and to find sustainable quality improvement ways The Team will be led by Mahtab Siddiqui, General Manager of the company. The team is charged with analyzing current level of rejections, identifying causes of rejections of shoe uppers, developing control measures to reduce rejections and implementing improvement measures to ensure that rejection levels remain at industry average(benchmark) or above it. II. Background Apex Footwear Ltd. was established in 1990 with the technical support from Ciurli, Italy to produce 4000 pairs of leather shoes purely for the export markets such as the Italy, Germany, UK, and Japan.
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Nov 21, 2014
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Apex Footwear Ltd.(a 100% export oriented leather footwear manufacturing plant)
Project Management Office
Charter
Quality Improvement Team in the production of shoe uppers, Sewing Line- 1
I. Establishment
The purpose of this charter is to establish a Quality Improvement Team to reduce the high level of rejections of shoe uppers in the Sewing Line 1 of Apex Footwear Ltd,. and to find sustainable quality improvement ways
The Team will be led by Mahtab Siddiqui, General Manager of the company.
The team is charged with analyzing current level of rejections, identifying causes of rejections of shoe uppers, developing control measures to reduce rejections and implementing improvement measures to ensure that rejection levels remain at industry average(benchmark) or above it.
II. Background
Apex Footwear Ltd. was established in 1990 with the technical support from Ciurli, Italy to produce 4000 pairs of leather shoes purely for the export markets such as the Italy, Germany, UK, and Japan.
It comprised of four production lines each with a capacity to produce 1000 pairs of leather shoes per day.
Each production line consists of three process lines which are as follows :
Process Line Main Activities Output
Cutting Line Cutting Leather into different Cut Components components of shoes
Sewing Line Sewing Cut Components Shoe Uppers
Lasting Line Lasting shoes as per their Finished shoes Last (forma) sizes
All the process lines operate in a conveyor system.
But the company has a very high level of rejection rates in each process line.
Specially, in the sewing lines the rate of rejection of finished uppers is almost 6% in addition to rejections in different stages of upper production. Taken all stages and finished uppers, the effective rate of rejection was 12%. On top of that there are also wastages of resources with respect to repair works.
On January 2, 2009 the Managing Director of the company issued the following task to the General Manager:
“ Identify the causes for rejections of 12% of shoe uppers in the Sewing Line – 1 and find ways to reduce it to the industry average of 1% and recommend ways to sustain and improve the newly developed techniques and to replicate them in other Sewing Lines.”
III. The scope
The scope of this project will be confined to development of procedures that will reduce the rate of rejections in the sewing line -1 and application of those procedures as guidelines for replication of successes in other sewing lines and across the factory.
To kick-off the this project the activities described in the following table will be followed:
Immediate task
Task Task Lead Start date End date
Identification of all sub-process where uppers or components being rejected
John Terry, Production Manager
Examining the all past rejection reports to determine inconsistencies and problemsAssess the impact of rejection at all levels on the next level
Mahtab Siddiqui, General Manager
Examining the overall process and identify the operational and control weakness
Brief the Managing Director on preliminary findings and recommendations to initiate improvements
Mahtab Siddiqui
9/17/07 9/17/07
Define the Project Scope and Plan
Mahtab Siddiqui
9/17/07 9/21/07
The short term tasks outlined above will provide a basis for understanding and defining the scope of this project. Once the scope is clearly understood, the core team will be able to develop a more complete project plan and schedule.
I. AUTHORIZATION AND SUPPORT
The Process Improvement Team is given full authority to carry out the activities and responsibilities described in this Charter. The Process Improvement Team is sponsored by the Managing Director and Executive Committee of the company which includes the Six Sigma Black Belt.
II. KEY WORK PRODUCTS OR DELIVERABLES
Overall understanding of the process – SIPOC Diagram Project Plan using the Six Sigma DMAIC life cycle Critical to Quality Characteristics and related Operating Definitions
Root Cause Analysis to identify source problems Proposed Solutions to source problems Tested Solutions to source problems Improvement Implementation Plan Measure and Monitor Progress
III. PROCESS IMPROVEMENT TEAM COMPOSITION
Name TitleMahtab Siddiqui General Manager/Project HeadJohn Terry Production Manager/Deputy
Project HeadLee Hobby Leather ManagerLinda Saunders Sewing Line Manager
All PIT Members have completed in-house Six Sigma. Out of them only Mahtab Siddiqui is a Six Sigma Black Belt.
Authorizing Signature
___________________________________ Nasim ManzurManaging Director
Project Charter TemplateGeneral Project InformationProject Name Reducing the rate of rejections
in the Sewing Line
Project SponsorManaging Director and Project Management Team
Project Manager Mahtab SiddiquiImpacted Process Unit Sewing Line- 1Expected Start DateExpected Completion dateExpected savingsEstimated CostGreen Belts assignedBlack Belt Assigned
Current Problem :
The company has average rejection rate of 12% of shoe uppers in its sewing lines. It produces 2000 pairs of shoe uppers per day and has a total rejection of 240 pairs of uppers per day. However the total count of rejected uppers is poorly defined in terms of full uppers and different components estimated to constitute a full upper.
Purpose of Project :
This project would identify root causes behind the rejection of shoe uppers and will implement solution to fix the problem. The target is to reduce the level of rejection to the industry average of 1%.
Business case :
Critical business decision regarding acceptance of a new long term order from an Italian customer depends upon reliable and accurate achievement of the project goal. Currently the company exports 2000 pairs of shoes to Italy and Germany. It is currently negotiating with an Italian company to export another 1000 pairs per day. But the profit margin with the Italian company is so tight that with 12% rejection rates it would not be possible for the company to accept the order.
The main benefit with respect to the successful implementation of this project will be to produce as per the customer requirement both in terms of quality and quantity.
Goal/Metrics
Design and development of a complete set of solutions to address the root causes behind such a high rate of rejection. This involves two data streams ; rejection at complete upper and rejection as components at different stages. Determination of causes behind rejection as complete uppers and determination of causes behind rejection as components.
Identify the bottlenecks in the sewing process. Determine the root causes behind the formation of the bottlenecks or constraints.
Determine the full extent of the problem through data analysis, focus group, brain storming, interviews and other tests.
Develop solutions for improving the processes and monitor the results of the implemented solutions.
Expected Deliverables :
Current technical situation :
Steps in the making of a dress shoe upper :
Sewing Line – 1Sequence Of Operation
Article : Dress Shoe
S/L No, Description Machine Style Operation
type
1 Inter Lining Fusing Rotary Press Machine
2 Marking Manual
3 Skiving Skiving Machine 3 Nos Machine
4 Input Table Manual
5 Heel Grip Joining Stitching Double needle Flatbed Machine
6 Lining Tongue Stitching Single needle Postbed Machine
7 Lining Vamp/Qtr Joining Stitching Single needle Postbed Machine
8 Quarter /Tongue Foam lamination Manual
9 Quarter Piece Seam Stitching Single needle Postbed Machine
10 Counter Back Seam Stitching Single needle Postbed Machine
11 Counter Seam Rubbing & Taping Manual
12 Latex Application on Quarter Piece Manual
13 Folding (Quarter ) and Divider Marking Hammering Machine Machine
14 Decoration Stitching (1 M.M Thread ) Single needle postbed Machine
15 Eyelet Piece Glass Wool Setting Manual
16 Eyelet Piece & Qtr. Joining Manual
17 Eyelet Piece & Qtr. Stitching Double needle postbed Machine
18 Ornament Setting Manual
19 Latex Application on Eyelet Piece Manual
20 Eyelet piece Folding Manual
21 25 M.M Reinforcement Taping(Vamp) Manual
22 Vamp & Quarter Cementing and Setting Manual
23 Quarter Vamp Joining Stitching Double needle Postbed Machine
24 Back Counter Joining Setting Manual
25 Back Counter Stitching Double needle Postbed Machine
26 Vamp Toe T.C Attaching Manual
27 Toe-puff Pressing Toe-puff Machine Machine
28 Top line Collar T.C Setting Manual
29 Upper & Lining Seam Stitch Single needle Postbed Machine
30 Top line Folding Folding Machine Machine
31 Cementing Apply & Collar Foam Setting Manual
32 Cementing Application and Lining Setting Manual
33 Tongue Latex Application & Setting Manual
34 Collar Top-line Stitching Single needle postbed Machine
35 Tongue Stitching Single needle postbed Machine
36 Trimming Trimming Machine/Manual Machine
37 Edge Colouring Manual
38 Eyelet Piece Punching 30 Rotation Punch Machine Machine
39 Eyeleting (30 R) Eyeleting Machine Machine
40 Inter-Trap Stitching Double needle Machine- Machine
41 Thread Pulling & Pasting Manual
42 Upper & Counter Stiffener Cementing Manual
43 Counter Setting Manual
44 Counter Molding Molding Machine Machine
45Vamp Lining Latex Application & Lamination Manual
46 Lasting Margin Stitching S/N Postbed Machine
47 Socks Marking Flatbed S/N 1, Postbed S/N 01 Machine Machine
48 Upper Cleaning Manual
49 Thread Counter & Burning Manual
50 Upper Output Manual
51 Quality Checking Manual
Total Number of MachinesS/L No, Machine Style Qnty. Remarks
1 Rotary Press 1
2 Skiving Machine 3
3 Double needle Flatbed 1
4 Single needle Postbed 10
5 Double needle Postbed 6
6 High Postbed 2
7 Folding Machine 1
8 Toe-puff Machine 1
9 Trimming Machine 1
10 Eyeleting Machine 1
11 Molding Machine 1
12 Flatbed Machine 1
13 Hammering Machine 1
Type and Total number Components required to make a pair of shoesS/L No, Componeats Qnty. Remarks
1 Upper Components 16 Pcs.
2 Lining Components 8 Pcs.
3 Heel/Greep 2 Pcs
4 Foam 8 pcs. 8 Pcs.
5 Glass Wool 4 Pcs.
6 Inter Lining (C.F.C) 12 Pcs.
7 T.C 4 Pcs.
8 Eva 2 Pcs
Total rejections in one week January 4 to January 8 2009 – 5 days
Production stage
Total apparent rejections in numbers
Total quantity repaired and reused in numbers
Total quantity finally rejected
Main reason(s) for rejection
Interlining Fusing 22 18 4
1. Interlining damaged during fusing2. Leather damaged during fusing
Marking 10 10 0 Wrong MarkingSkiving 288 0 288 Over-skived
and not stitchable
Heel Grip Joining Stitching
68 62 6 Stitching beyond the marking
Lining tongue stitching
22 22 0 Stitching outside the marking
Lining Vamp/Quarter Joining Stitching
355 132 223 1. Loose Leather2. Wrinkled leather3. Defective Leather
Quarter /Tongue Foam lamination
41 41 0 Wrong lamination
Quarter Piece Seam Stitching
332 111 221 Poor seam making
Counter Back Seam Stitching
268 87 181 Poor seam making
Decoration Stitching (1 M.M Thread )
111 17 94 Decoration stitching outside the designated areas
Eyelet Piece & Qtr. Joining
37 32 5 Joining not straight
Eyelet Piece & 110 90 20 Stitching not
Qtr. Stitching straight
Ornament Setting
20 20 0 Ornament not st on the right place
Quarter Vamp Joining Stitching 189 70 119 Wrong stitchingBack Counter Stitching
41 30 11 Wrong stitching
Upper & Lining Seam Stitch
92 32 60 Wrong stitching
Top line Folding 38 30 8 Uneven foldingCollar Top-line Stitching
67 59 8 Wrong stitching
Tongue Stitching 30 28 2 Wrong stitchingEyelet Piece Punching
7 7 Bigger holes
Inter-Trap Stitching
27 10 17 Wrong stitching
Counter Molding27 7 20 Not properly
heatedLasting Margin Stitching
23 20 3 Uneven stitching
Quality Checking of complete uppers
189 39 150 Loose LeatherWrinkled leather on vampLoose leather in counterWrong stitchingWrong counter mouldingWrong eyeleting
4.0 - Current and Projected Business and Technical Environment
Current business situation
How do we achieve what this project aims at improving/automating/… today, without the project in place?
Projected business situation
How will we do it tomorrow with this project implemented?
Detail who will benefit from the project.
Current technical situation
Include drawings/Pictures of current architecture and process flowchart in place at present.
SIPOC Diagram
Supplier Input Process Output Customer
Cutting Department
Cut components – upper materials and lining
Stitching and joining uppers in different stages
Stitched and joined uppers in different stages
Sewing Line 1
Insole Department
Toe puff and Counter
Toe puff and counter moulding
Moulded uppers
Sewing Line - 1
Accessories Department
Cut foam, eyelet, ornament
Lamination, eye letting, ornament setting
Laminated Vamp, Quarter
Sewing Line – 1
Sewing Line -1
Complete upper
Quality checking
Accepted uppers
Quality controllers
Projected technical situation
Include drawings/Pictures of proposed future architecture and process flowchart.
5.0 - Business and Technical Objectives
Link the project objectives back to the organizations and compnies objectives.
6.0 - Critical Success Factors
List critical success factors (technical, business, human, communications, quality…).
7.0 - Business Needs
Detail the business needs. One paragraph per major business need that the project will fulfill.
8.0 - Summary of Business Scope
Within the scope of this project are: List what’s in the scope of the project
OUT OF SCOPE: List what’s OUT of the scope of this project.
9.0 - Solution Approach
Describe the overall approach of the project. E.g. build new software, acquire packaged software, duplicate existing data/infrastructure, buy new equipment, deploy a new process…
10.0 - Resource Requirements
Expense/Capital Funding Requirements (Where possible/applicable, split the investments by project phase):
Hardware
Software licenses
Consulting
Internal resources (IS and Business)
Staffing Requirements:
Specify Internal and External, Business and IS Resources.External Training Requirements:
Determine all external training required to implement and profitably execute the project throughout its life. Assess the cost of obtaining desired levels of training, and factor them into economic analysis.
11.0 - Financial Analysis
Benefits: Explain how the estimates have been calculated. Distinguish tangible and intangible benefits.
12.0 - Success Measurement Criteria
Define the criteria that will be used to measure without uncertainty the project’s level of success.
13.0 - Impacts on Current Operation
Expose major changes that the project will introduce in the current operations. Look at it from both an IT and customer viewpoint.
14.0 - Change Management Summary
Expose the change management approach and plan. How will change requests to the project’s scope and specifications be tracked, controlled and decided upon throughout the lifecycle of the project.
15.0 - Risk Management Summary
Expose the risk management approach and plan. How will issues be tracked, mitigated and controlled throughout the lifecycle of the project.
16.0 - Conclusions and Recommendation
Present the proposal that constitutes the project.
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