Apparel Online Bangladesh Magazine Magazine April 2018 | 页面 25

EXPORTER STRATEGY
10 red tag system for quality. This
red tag system is implemented to
eliminate quality defects and align
discipline in the garment processes.
Both production lines and checking
teams have 10 red colour tags. After
manufacturing, the garments are
checked where the small defects
are identified as a part of the
standard practice. Going one step
ahead of this standard practice,
the quality inspection team sends
back the defected garments with
the red colour tag on them to the
lines these garments belong to.
The red colour tag indicates that
the line has to rectify the defects
in the garment. If they don’t return
the garments up to 7 tags, then the
checking person alarms the lines
by switching on the amber/orange
colour light at the checking table
which indicates that the piece has
not yet been returned. Even after
this alert, if the rectified piece does
not come back, 3 more tags are
sent to the respective line and the
line supervisor has to stop the line
immediately.
“Operators in the respective line
cannot do production even for a
single garment until unless those
defected garments come back to
the checking team after getting
rectified,” informs Indika. To
ensure the system works effectively,
UFL has put in place a rating
system for its sewing operators to
encourage them to achieve zero
Utah Group’s Operational Performance Measurement for 2017
Sl. No. Key Performance Indicators
1 Defects Per Hundred Units
2 First Time Through
3
Target
Achieved
2 3
98% 99%
Cut to Ship 99.5% 99%
4 On-Time Delivery 100% 95%
5 Material In-house Date 100% 80%
6 Planned Cut Date 100% 85%
7 Production Start Date 100% 85%
8 Work In Process 2 hours 3 hours
9 Operator Efficiency 65% 60%
10 Target Achievement 100%+ 100%
11 Man-Machine Ratio 1.75 1.98
12 Absenteeism 3% 3%
13 Migration Rate 2% <0.5%
defects in the garments and the
scheme is incentivized. “We are
reducing the number of defects in
the garments through this system,”
apprises Indika.
To further fortify the production
and quality check, the data is
gathered every hour and fed
into the company’s indigenously
developed ERP system which
calculates all the KPIs,
which are indicative of the
organization’s strengths. The
KPIs are measured by the head
of the factory, which are then
analysed by a team of PIRM
(Policy Implementation and Risk
Management), who ensure all KPIs
The shopfloor at UFL has five rotating display pillars for SQDCM and a thread spool stand in front of every line
are 100% genuine and random
checks are also conducted to
confirm their accuracy. “This
ERP covers data from spinning to
manufacturing. So it’s an advantage
for us to track the data of every
process at one place,” boasts
Indika.
Moving on, Utah is equally strong
in enacting workplace cleaning. It
follows the cleaning method in an
entirely different way than most
of the other factories. Explaining
the same, Indika says, “We play
music two times a day and when it
plays, workers have to clean their
workplace. We have put baskets
near each workstation. This way
Key practices
that UFL follows:
• Apart from tag systems,
UFL strongly follows
5S, Kaizen, traffic
light system and 7
QC tools as part of
lean management.
• UFL has started
CSR activities lately.
It organizes blood
donation camps
and runs reward
system. It is soon
launching production
incentive method.
• It is maintaining 700
lux for sewing area
and 1000 lux for
checking area.
• It follows barcode
system bundle-wise.
Scanning is done in
the cutting section, the
bundle comes to the
floor and at the end of
the line, the bundle is
again scanned.
• A thread spool stand
is kept at the start of
each line. Workers can
take the thread spools
themselves at the start
of the day so that they
do not get distracted
due to lack of trims
in-between the sewing
process throughout the
working hours.
Baskets laced at each workstation help to keep the shopfloor clean
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