![]() Using these strategies regularly will help the company reduce defect rates while enhancing productivity. The Taguchi approach is extremely effective in defect reduction. Following identifying major defects, a brainstorming tool was utilized to generate possible explanations, and probable root causes were identified using online inspections and root cause analysis. According to the Pareto Chart, three problems accounted for more than 80% of all errors in the DBS garment factory’s sewing area for an item. This research looks at many faults or defects that can occur when sewing and potential tactics for re-solving these concerns. As a result, any defects must be avoided when stitching. ![]() Stitching is a critical process in the garment and textile industries. In this paper, the application of two TQM techniques in a garment factory will show an important role in preserving garment quality. Producing a high-quality product is essential for survival in this globally competitive sector. ![]() Improving product quality requires intentional and ongoing attention and devotion from every individual inside the production organization. Improving product quality is critical to satisfy consumers, minimize production costs, and conserve energy. If you have to paraphrase what was said (because of space requirements, complexity, etc.) confirm with the group that what you wrote was what was said.The most difficult aspect of production is consistently generating high-quality products. When the silence starts to creep in, you have your first clue that perhaps you have enough to get started.Īs facilitator, you will write the statements as they come out during the discussion. As long as the discussion keeps going, people are still brainstorming. #3: Keep brainstorming until the ideas run out. People are often unsure of how many causes to identify. A common one is to start with the “People” category, but by the time 10 causes are identified under that category, you may choose to split it, for example as: “Nurses” and “Doctors.” Sometimes a main category can become too big. For example, “front desk is short-staffed” could be placed under the category of People, but also Culture. ![]() As a facilitator, remind the participants that listing the cause is more important than where it goes. #2: The cause is more important than the category. People often get confused or stuck on what category a cause should go into. Whereas “front desk is short-staffed” focuses on a potential cause (what to fix). For example, if the problem is delays at patient check-in, “add front desk personnel” offers a solution (how to fix). Simply acknowledge any comments by writing them to the side (don’t disregard any comments, it’s demoralizing) and help everyone remember the difference between the two. #1: Help the team focus on identifying causes, not solutions. It’s common for people to brainstorm solutions (how to fix), rather than causes (what to fix). Here are the top three tips for leading a successful fishbone: A successful fishbone diagram is led by a facilitator-one individual on the team who’s job is to remain impartial to the discussion, write down the identified causes on the fishbone diagram, and let the participant discussion flow freely.
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