8 Steps of problem-solving in Knit Industry
Problem-solving is the key thing for any manufacturing industry, very much important for Textile industry like where have knit processing. Here we are discussing 8 steps of problem-solving in the Knit industry.
1. Define the problem.
2. Breakdown the problem.
3. Set the target.
4. Root cause analysis.
5. Developed countermeasure.
6. Implement countermeasure.
7. Monitor the results.
8. Standardize the process.
Define the problem: -
We have some problem in the department of knitting & dyeing which we need to find & solve. These problems might be created by our working system, negligence, lack of connection, or miss-connection.
Breakdown the problem: -
How many problems to face after knitting in the dyeing section?
May grey fabrics stay in a batch section from week to week because –
a) They do have not any approval in their hand.
b) They have overloaded or have full of batches every machine to dyeing.
c) Not yet complete re-check for each new order but they have approval.
d) If any have fabrication problem.
e) If will make any mistake in the Batch Card or couldn’t find it.
f) If the chemical is not enough to dye.
g) Order cancelation.
Process root cause analysis: -
Fishbone diagram is also called cause-and-effect diagrams, it is a very useful tool for root cause analysis. If we follow the Fishbone diagram, we will see the cause and find the problem at the end.
Our negligence: -
We have negligence some of the above points. Some of them given
below: -
1. Once the fabric is ready, provide the list just by following the PCD (product cutting date) date when listing to bring in the cotton batch.
2. If the Order sheet making wrong.
3. Style not approved but PCD (Planned Cut Date) date in knocking the door.
4. Sometimes we didn’t follow PCD date & approval issue.
5. Some style were already approved but we didn’t know any information because of our laziness.
6. Some styles are already in our hands but didn’t take any action because of our wrong follow-up.
Set the Target: -
All about commitment and focus is in step three. Our attention should now turn towards focusing on what is needed to complete the project and how long it will take to complete. We should set targets that are challenging, but within limits and don’t put an embrace on the industry that would be hinder the improvement process.
a) Find out causes
b) It would be like causes-1, causes-2, cause-3, etc. such as a fishbone diagram.
c) Finally catch our problem & then solve it.
Developed countermeasures: -
Already we have root causes, we can use that information to develop the countermeasures needed to remove the root causes. our team should develop as many countermeasures as needed to directly address all root causes. Once we have developed our countermeasures, we can begin to narrow them down to the most practical and effective based on our target.
Implement countermeasure: -
Now that we have developed our countermeasures and narrowed them down, it is time to see them through in a timely manner. Communication is extremely important in step 06. We will want to seek ideas from the team and continue to work back through the PDCA cycle to ensure nothing is being missed along the way. Consider implementing one countermeasure at a time to monitor the effectiveness of each.
We will certainly make mistakes throughout our problem-solving processes, but our persistence is key, especially in step 06.
Monitor the results: -
If any mistakes occur and countermeasures fail, we need a system in place to review and modify them to get the desired result. we can also determine if the desired outcome was the result of the countermeasure of the action, or was it just a fortune? There is always room for improvement in the problem-solving process, but we need to be able to recognize it when it comes to our attention.
a) Monitoring results will be failed when we skipped any step.
b) Follow up every step by step for a good result.
c) We should follow the developing stage & implement it otherwise not get a good result.
Standardize the process: -
Now that we have encountered success along with our problem-solving way, it is time to set the new processes as the new standard within the organization and share them throughout the Industry. It is also a good time to reflect on what we have learned and address any possible unresolved troubles we have along the way. Ignoring unresolved troubles will only lead to a lot of problems down the road.
Finally, because of we are a true Lean Industry that believes continuous improvement never stops, it is time to tackle the next problem. Start the problem-solving process again and continue to work towards fullness.