IMPROVEMENT OF THE EFFICIENCY OF PRODUCTION OF ADWIN SEWING SERVICES

I.Introduction

A. BACKGROUND OF THE COMPANY

Adwin Sewing Services can trace back its humble beginnings to the year 2000 when Mr.

Augusto de Ocampo and Mrs. Imelda C. de Ocampo engaged in integrating fabric or cut-and-sew as a

part of the its clients’ end product assembly. It is located at Bagong Silang , Caloocan City. Starting

from only 5 machines, the company today is now operating with 143 machines and employs more than

110 employees. It already has 4 branches within Metro Manila and had been operating for 15 years. It

was able to maintain its loyal clients which are Crissa, Fubu, Red Girl, Hot Kiss, No Apologies, Ego,

Fairland from the start of the business up until its today operation. It approximately produces 30000-

50000 pieces of clothes per month.

Despite of all its success Adwin Sewing Services faces high attrition rate and high defective

rates. There were also charges and penalties which reduces the profit on the company due to late

deliveries. The company is also experiencing lack of highly skilled workers and some of the workers

employed are not skilled enough leading to higher scrap rates.

VISION STATEMENT:

To be the most dependable sewing service provider for the customers.

Mission Statement:

To inspire creativity, innovation and expression of ideas through sewing. We establish successful, long

term relationships with our customers through the services we provide.

PRODUCTION PROCESS

OPERATION BREAKDOWN Cost

CONTRACT PRICE ---18Php

1. Close ribbing using single needle machine .20

2. Join shoulder using edging machine .50

3. Attach ribbing using edging machine .50

4. Attach sleeves using edging machines .50

5. Side close using edging machine .75

6. Attach label using single needle .25

7. Neck tape using flat bed machine .80

8. Hem sleeves using piping machines .75

9. Hem bottom using piping machine .75

B. FINISHING

1.Trimming ( remove and cut excess threads) 1.00

2. Quality Control 1.00

3.Pressing .50

4. Packaging

A. Barcoding

B. Put hang tangs

C. Polly bag

5. Budding of Finished Goods .50

6. Delivery
MACHINERIES AND EQUIPMENTS

List of Machineries:

Building 1: Number of Units

Single needle - 24

4 threads – 7

5 threads – 4

Button hole – 1

Button sew – 1

Piping – 2

Total: 39 units

Building 2:

Single needle – 23

4 threads 6

5 threads – 3

Button hole – 1

Button sew – 1

Piping – 3

Flat bed - 1

Total: 38 units

Building 3:

Single needle – 21

4 threads – 4

5 threads – 3

Button hole – 1
 Button sew – 1

Piping – 2

Total: 32 units

Building 4:

Single needle – 20

4 threads – 4

5 threads – 4

Button hole – 1

Button sew – 1

Piping – 2

Double needle – 1

Flat bed – 1

Total: 34 units

Total(Overall) : 143 units

Exisitng Clients:

• Crissa • No Appologies

• Fubu • Ego

• Red Girl • Fairland

• Hot Kiss

B.Statement of the Problem

This study aims to propose improvement recommendations in enhancing the efficiency of production of

Adwin Sewing Services by integrating total quality management, quality control process and lean six

sigma in its management and production process.

C. Causes of the Problem

PROBLEMS CAUSES

High Attrition Rate  Low salary

 Contractualization

 Low employee-motivation

High Defective rates  Lack of intensive training with the newly

hired employees

 Mishandling

 Lack of mistake proofing

Late Deliveries  Presence of high rate of scraps

 Lack of employees

 Slow and sequential process

Machine and Equipment Malfunctions  Poor maintenance

 Depreciated machines and equiment

Lack of highly skilled workers  Lack of training

 Highly skilled workers left for other high

paying company

Presence of different supplier  Considering cost than quality

 Bidding

Lack of Communication between management  Weakness of functional organization

and employee and lack of customer focus  Employees tend to please the next level of

the hierarchy
  Lack of contact with the customers

 Inconsideration of internal customer

No formal total quality management integration on  Contentment with the current status

production and management process  TQM deemed to be costly

 Lack of formal knowledge on TQM