Implementation of Lean Six Sigma Through ISO 90012008

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Implementation of Lean Six Sigma through ISO

9001:2008 based QMS: a case study in a textile mill
a
S. Karthi , S.R. Devadasan , K. Selvaraju , N.M. Sivaram & C.G. Sreenivasa
Department of Production Engineering , PSG College of Technology , Coimbatore , India
The Southern India Mills Association , Coimbatore , India
Department of Industrial and Production Engineering , University B.D.T. College of

Engineering , Davangere , India
Published online: 15 Mar 2013.
To cite this article: S. Karthi , S.R. Devadasan , K. Selvaraju , N.M. Sivaram & C.G. Sreenivasa (2013) Implementation of
Lean Six Sigma through ISO 9001:2008 based QMS: a case study in a textile mill, The Journal of The Textile Institute, 104:10,
1089-1100, DOI: 10.1080/00405000.2013.774945
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The Journal of The Textile Institute, 2013

Vol. 104, No. 10, 10891100, http://dx.doi.org/10.1080/00405000.2013.774945
Implementation of Lean Six Sigma through ISO 9001:2008 based QMS: a case study in a
textile mill
S. Karthia*, S.R. Devadasana, K. Selvarajub, N.M. Sivarama and C.G. Sreenivasac
a
Department of Production Engineering, PSG College of Technology, Coimbatore, India; bThe Southern India Mills Association, Coimbatore, India; cDepartment of Industrial and Production Engineering, University B.D.T. College of Engineering,
Davangere, India
Downloaded by [Nilda Tri Putri] at 19:10 08 January 2015
(Received 18 August 2012; nal version received 7 February 2013)

In recent years, the ISO 9001 standard based Quality Management System (QMS) has been widely implemented
in the textile industry. After the quality revolution, the textiles and clothing industry has also started implementing
the modern manufacturing paradigms like Lean, Six Sigma, Total Quality Management, etc. in a phased manner.
In the globalised scenario, the Lean Six Sigma paradigm that facilitates achieving waste elimination and a quality
level of 3.4 defects per million opportunities have wider scope in all organizations. Though a theoretically integrated model of Lean Six Sigma and ISO 9001:2008 standard based QMS, L6QMS-2008 has been reported
recently, practical case studies are seldom available. This research paper reports the case study of implementing
this L6QMS-2008 model in a textile mill and thereby achieving annual savings of 2 million INR.
Keywords: textiles and clothing; spinning mill; Lean; ISO 9001; Six Sigma; Lean Six Sigma; ISO 9001:2008
Introduction
Since the commencement of the World Trade Organisation era, several scientic tools like Total Quality
Management (TQM), Total Productive Maintenance
(TPM), International Organisation for Standards (ISO)
9001 series-based Quality Management System
(QMS) and Just in Time (JIT) were developed and
adopted to sustain the competitiveness (Karthi, Devadasan, Murugesh, Sreenivasa, & Sivaram, 2012). From
JIT, the lean manufacturing paradigm was evolved
(Askin & Goldberg, 2008). Six Sigma concept was
developed to apply TQM intensively (Klefsjo, Bergquist, & Edgeman, 2006). Time and again, the merits
and demerits of both lean manufacturing and Six
Sigma concepts have been reported in the literature
arena (Karthi, Devadasan, & Murugesh, 2011a). As an
effort to make both these approaches to yield synergy,
Lean Six Sigma concept is now being deliberated by
both researchers and practitioners (Snee, 2010).
Lean Six Sigma means the integration of the principles of lean manufacturing and Six Sigma (Karthi et al.,
2011a). Lean Six Sigma has so far been applied only in
very few manufacturing and service sectors (Karthi,
Devadasan, & Murugesh, 2011b) and yet to be implemented in many sectors including textile industry. This
is a matter of concern whilst considering the fact that
*Corresponding author. Email: kartikcbe@gmail.com
2013 The Textile Institute
enormous volume of ISO 9001 certications is reported

in the textile industry (Calisir, 2007). Against this background, the authors have adopted an integrated model
L6QMS-2008 reported by Karthi et al. (2011b) to
implement Lean Six Sigma in an ISO 9001:2008 certied textile unit. This paper covers the background of
the study, relevant literature review, salient features of
L6QMS-2008, implementation results and conclusions
of L6QMS-2008 model in a textile mill.
Evolution of integrated Lean Six Sigma and ISO
9001:2008 system
Lean Six Sigma being an emerging tool for enhancing
the competitiveness of the manufacturing and servicing sectors, only limited work has been carried out in
its applications.
Origin of implementing Lean Six Sigma through
ISO 9001:2008 standard-based QMS
Pfeifer, Reissiger, and Canales (2004) have reported
about the implementation of the model integrating Six
Sigma and ISO 9001:2008 standard-based QMS and
the audit ndings. However, they did not carry out
any practical case study to validate their work. Lupan,
Bacivarof, Kobi, and Robledo (2005) have narrated
1090
S. Karthi et al.
how Dene-Measure-Analyse-Improve-Control (DMAIC) phases could be embedded in Plan-Do-Check-Act

cycle of ISO 9001:2000 based process management
model. Heuvel, Does, and Verver (2005) have mentioned that the Six Sigma efforts taken in the Red
Cross hospital were integrated with the ISO
9001:2000 based QMS. Based on the research work
carried out by Pfeifer et al. (2004) and Lupan et al.
(2005), the critical links between the DMAIC phases
of Six Sigma and ISO 9001:2000 based requirements
were integrated by Bewoor and Pawar (2010). These
authors have implemented this work in an Indian
Small and Medium Enterprise and have enumerated
the results of the case study.
In the book Lean ISO 9001: Adding Spark to your
ISO 9001 QMS and Sustainability to your Lean
Efforts by Micklewright (2010), the integrating aspects
of Lean with ISO 9001 have been discussed. Similarly, Chiarini (2011) has provided the guidelines to
integrate Lean thinking and ISO 9001 after gathering
information from 107 companies in Europe.
After the publication of the book Lean Six Sigma:
combining Six Sigma quality with lean speed by
George (2002), many researchers and practitioners
started reaping the synergy of Lean and Six Sigma.
Karthi et al. (2011a) have observed increasing numbers of publications and applications of Lean Six
Sigma and also the integration of Six Sigma or Lean
thinking with ISO 9001 standard-based QMS. Based
on these concepts, Karthi et al. (2011a) have presented
a roadmap to implement Lean Six Sigma through ISO
9001:2008 standard-based QMS. Subsequently, Karthi
et al. (2011b) have provided the theoretical guidelines
to integrate Lean Six Sigma with ISO 9001:2008 standards and reported a model titled L6QMS-2008 with
hypothetical steps for implementation.
Application of lean manufacturing or Six Sigma

concepts in textile industry
The application of Lean Six Sigma in the textile
industry has not been reported so far. However, a few
research works have been published highlighting the
application of Lean manufacturing or Six Sigma in
this industry.
Hodge, Ross, Joines, and Thoney (2011) have
implemented the lean manufacturing principles in a
composite textile mill having weaving and wet processing and elaborated about the application of value
stream mapping. They have stated that the lean manufacturing principles are new to the textile industry and
visual controls are utilised frequently in recent times.
Mukhopadhyay and Ray (2006) have illustrated the
application of the Six Sigmas DMAIC improvement
methodology to reduce the cone weight variation in a

spinning mill. They have used some Six Sigma tools
like Pareto Diagram, Repeatability Chart and Analysis
of Variance in this study.
Das, Roy, and Antony (2007) have implemented
the DMAIC methodology to reduce the shade variations in the manufacturing of Linen Fabrics and used
certain Six Sigma tools like SIPOC diagram, Pareto
Diagram, Cause-and-Effect Diagram and Analysis of
Variance.
Lean Six Sigma through ISO 9001:2008 standardbased QMS in textile industry
No research work could be traced about the implementation of Lean Six Sigma through ISO 9001:2008
standard-based QMS in textile mills. However, a theoretical insight in this direction has been provided by
Karthi et al. (2011b) through L6QMS-2008 Model
which enables the implementation of Lean Six Sigma
via ISO 9001:2008 based QMS in any sector.
The global textiles and clothing trade is expected to
reach USD 1 Trillion by 2020 from the current level of
USD 510 billion. In the globalised era, the increasing
quality awareness, cost competitiveness and prompt
delivery warrant scientic systems to make the textile
industry to achieve a sustained growth rate. As the
number of ISO 9001 certications (Calisir, 2007) is
becoming signicant in the textile sector, it is construed
that the implementation of L6QMS-2008 Model will
enable the textile industry to mitigate the global challenges whilst striving to infuse high degree of quality
in the products produced and processes employed.
L6QMS-2008 model
Karthi et al. (2011b) have developed L6QMS-2008
model as shown in Figure 1 integrating the Lean Six
Sigma concept with the ISO 9001:2008 standardbased QMS. It incorporates DMAIC methodology,
belt-based training infrastructure, Lean Six Sigma
tools and techniques in ISO 9001:2008 standard-based
QMS. Twenty hypothetical steps have been provided
by Karthi et al. (2011b) for the implementation of
L6QMS-2008 in any organisation as shown in
Figure 2. The case study reported in this research
paper demonstrates the implementation of these hypothetical steps to adopt L6QMS-2008 in a spinning
mill.
Case study
The case study was conducted in one of the spinning units of a leading textile company having four
Scope
1
Normative
References
2
Terms and
Definitions
3
Quality
Management
system
4
Management
responsibility
5
Resource
management
6
Product
realization
Lean Six Sigma projects,

belt personnel, belt
training and applications
Devane (2004); Harry and

Schroeder (2005); George
(2003); George et. al. (2005)
and Taghizadegan (2006)
Lean and Six
Sigma terms
and definitions
General Lean
Six Sigma
requirements
Responsibilities of
Champion, Master Black
Belt, Black Belts and
Green Belts
Lean Six Sigma belt
based training
infrastructure
requirements
Define phase
requirements
7
Measurement,
Analysis and
Improvement
MAIC phases
requirements
Figure 1. Model of process based Lean Six Sigma QMS.
spinning units and various other manufacturing and

business activities in south India. All the spinning
units have been certied with an integrated management system (IMS) by the Bureau Veritas Certication (India) Private Limited comprising of ISO
9001:2008 standard-based QMS, ISO 14001:2004
standard-based EMS and Social Accountability
8000:2001. The spinning units also implemented
TQM and TPM in the late 1990s. The L6QMS2008 case study was conducted in Unit A located
in Andhra Pradesh, India. Two projects were carried
out for testing the model, viz. (i) reduction in sliver
waste generation and (ii) reduction in ring frame
tenter training lead time. The journey of the case
study is narrated below:
Step 1. Appointment of coordinator: The rst author
of this paper was nominated as the Project Coordinator, and the Technical Manager was nominated to
1091
assist the Coordinator for implementing L6QMS-2008

model considering the condition of the unit.
Step 2. Conduct cognisance programme: Cognisance
programme was conducted for the executives highlighting rationale behind integrating Lean Six Sigma
with the ISO 9001:2008 standard-based QMS, benets
and the applications.
Step 3. Discussion meeting on modalities: The modalities of implementing the L6QMS-2008 were discussed
with the senior level executives and decided to implement a pilot project before under taking the major
project.
Step 4. Meeting with the heads of departments: A
brainstorming session was conducted to identify the
project work which can enhance the protability.
Step 5. Interviewing the management representative:
The Coordinator had an interview with the management representative and collected ISO 9001:2008 standard-based QMS information.
Step 6. Identication of additional elements: The
Coordinator compared the present ISO 9001:2008
standard and L6QMS-2008 model and prepared the
additional QMS elements to be appended in the existing IMS for implementing L6QMS-2008.
Step 7. Discussion with the technical manager: After
a detailed discussion with the Technical Manager, it
was decided to append the new elements of the
L6QMS-2008 model only in the IMS of Unit A.
Step 8. Preparation of additional elements by the
coordinator: The additional quality manual encompassing the additional elements to implement the
L6QMS-2008 model and the documentation procedures were prepared. The procedures for implementing
the model were prepared as second level documentation. The Vice President-Technical (VP-Tech) was designated as the Champion, and the Deputy General
Manager (DGM) was designated as the Master Black
Belt.
Step 9. Submission of additional elements to the top
management: The Coordinator and the Technical Manager jointly submitted the additional quality manual of
the L6QMS-2008 model to the VP-Tech.
Step 10. Preparation of the corrected and rened
additional quality manual with amendments: The
Coordinator prepared the rened additional Quality
Manual with the alterations recommended by the
DGM. The revised version of the additional Quality
Manual was approved by the VP-Tech.
Step 11. Listing of actions: The Coordinator generated
an electronic folder titled as L6QMS 2008 Unit A
to record the implementation of the model as
portrayed in Figure 3. The folder encapsulates four
subfolders namely L6QMS instruction classes,
L6QMS 2008 standard and manual, L6QMS
procedures and L6QMS records. The L6QMS
1092
S. Karthi et al.
Step 20. Top management review on the
performance of L6QMS-2008 model
Step 19. Appraisal of benefits achieved to the top
management
Step 18. Quantification of the performance of
L6QMS-2008
Step 17. Electronic documentation of L6QMS-2008
projects & listing of trained belt persons
Step 16. Review the progress of L6QMS-2008 project
Step 15. Execution of L6QMS-2008 project
Step 14. Commencing L6QMS-2008 project
Step 13. Conducting instruction classes
Step 12. Development of belt based training infrastructure
Step 11. Listing of actions

Step 10. Preparation of the corrected and refined additional Quality
Manual with amendments
Step 9. Submission of additional elements to the top management
Step 8. Preparation of additional elements
Step 7. Discussion with the unit in-charge
Step 6. Identification of additional elements
Step 5. Interviewing the Management Representative
Step 4. Meeting with the heads of departments
Step 3. Discussion meeting on modalities
Step 2. Organising cognizance programme
Step 1. Appointment of Coordinator
Figure 2. The 20 hypothetical steps for implementing L6QMS-2008 model.
instruction classes subfolder contains the training

class materials in the form of ve MS-Ofce Power
Point Presentation les for executing the ve phases
of a L6QMS-2008 project. The contents of L6QMS2008 model and the additional quality manual
developed have been stored in the form of MS-Word
documents in the subfolder L6QMS 2008 standard
and manual.
The Coordinator developed the procedures for
implementing the project in ve phases and stored as
MS-Word documents in the subfolder L6QMS procedures. The folder titled as L6QMS records was
created for the purpose of storing the records of the
completed L6QMS-2008 projects. The MS-Word le
named List of trained belt personnel was created to
store the list of belt personnel trained during the
implementation of the project.
Step 12. Development of belt-based training infrastructure: Two L6QMS-2008 projects, (i) Sliver Waste
Reduction and (ii) Training Lead Time Reduction
were chosen as the projects for the case study. Production Manager and Human Resources (HR) Manager
were designated as the Black Belts. For Green Belts
two Production Supervisors were chosen for the
sliver waste reduction: project and one HR Assistant
was chosen for the Training lead time reduction
project. The Coordinator conducted the instruction
class during each phase and explained the method of
using the appropriate tools and techniques and after
the completion of every phase, the review meetings
were held and minutes were recorded.
Step 13. Conduct of instruction classes: The Coordinator conducted the instruction class under the Dene
phase and highlighted about Project Charter, SIPOC
diagram, Responsibility-Accountability-Consult-Inform
(RACI) chart and cost benet analysis and guided to
prepare the documents.
Value Stream Map, CTQ tree diagram, Data
Collection and Analysis Plan, Measurement System
Analysis and Gauge Repeatability and Reproducibility
1093
L6QMS 2008
Unit A
L6QMS instruction classes
Cognizance
Programme
L6QMS 2008
standard and
manual
Analyse Phase
L6QMS procedures
Define Phase
Analyse Phase
Measure Phase
Improve Phase
L6QMS records
L6QMS
L6QMS training
records
Project records
L6QMS 2008 standard

Define Phase
Improve Phase
LSS0001
L6QMS 2008 manual

Measure Phase Control Phase
List of trained
Black Belts and
Green Belts
Control Phase
LSS0001
Figure 3. Contents of L6QMS 2008 Unit A folder.
analysis were taught in the Measure Phase session.

The instruction classes for the Analyse phase, Improve
phase and Control phase were also conducted on
different dates.
Step 14. Commencing L6QMS-2008 projects: The
trained personnel started the projects under the guidance of the Coordinator and Technical Manager. The
Master Black Belt and the MR of Unit A monitored
the progress of the L6QMS-2008 projects on a daily
basis.
Step 15. Execution of the L6QMS-2008 projects:
Under each phase, the belt personnel executed the
projects using appropriate tools and techniques which
were monitored by the Coordinator. The sliver waste
reduction project was denoted as LSS0001 and

targeted to reduce the waste generation from 1.85 to
1.5%. The Training lead time reduction project was
denoted as LSS0002 and aimed to reduce the ring
frame tenter training lead time from 9 to 6 months.
Step 16. Review of progress of L6QMS-2008 projects:
The Coordinator constantly reviewed both the
projects, the details of which are given below.
Review of the progress of LSS0001 project
In Dene phase review meeting, the project charter,
High-level process map, SIPOC diagram and RACI
chart of LSS0001 were prepared. The project charter,
Table 1. Project charter for the execution of LSS0001.

Project number
LSS0001
Commencement date
Project name
Problem
Project scope
Project objective
Business need
26 March 2011
Sliver waste reduction
Sliver waste is above 1.8%
Preparatory department
Reduce Sliver waste to 1.5% within 3 months
Customer impact
Reduced breakages
Improved quality
Employee impact
Systematic work
Achieving the targeted efciency comfortably
Reduced stress and strain
Organisational impact
0.1 million INR/month savings
Champion
VP (Technical)
Master black belt
DGM
Black belt(s)
Production managers
Green belt(s)
Production supervisors
Team members
1094
S. Karthi et al.
Table 2. SIPOC diagram for executing LSS0001.

Supplier
Input
Process
Output
Customer
Mixing
Blowroom
Carding
SL/RL
Comber
Drawing
Simplex
Ring spinning
Winding
Bale cotton
Opened and mixed cotton
Lap
Cleaned carded sliver
Lap
Combed sliver
Combed drawing sliver
Roves
Yarn (cop)
Mixing
Blowroom
Carding
SL/RL
Comber
Drawing
Roving (simplex)
Spinning
Winding
Opened and mixed cotton

Lap
Cleaned carded sliver
Lap
Combed sliver
Combed drawing sliver
Roves
Yarn (cop)
Cones
Blowroom
Carding
SL/RL
Comber
Drawing
Simplex
Ring spinning
Winding
Weaving/knitting
Table 3. RACI diagram for LSS0001 and LSS0002.

Phases
Personnel designation
Black belts
Green belts
Master black belt
Champion
Business owner
Manager
Process owner
Subject matter expert
Financial representative
Dene
Measure
Analyse
Improve
A
R
I
AI
I
I
I
C
C
AI
I
AI
C
C
C
CI
C
I
Control
C
C
C
C
I
I
I
AI
RI
CI
Notes: R Responsible; A Accountable; C Consult; I Inform.
SIPOC diagram and RACI chart are shown in Tables

13, respectively.
The project charter species the details of the
project such as its scope, objectives and its belt personnel. SIPOC diagram is drawn to pinpoint supplier,
inputs, processes, outputs and customers. The nature of
roles played by the belt personnel during the execution
of DMAIC phases is indicated in RACI diagram. For
example, in Table 3, the letter R is indicated under
Dene phase against Black Belts to mean that Black
Belts have the responsibility to carry out the Dene
phase of LSS0001. The High-level process map was
drawn to indicate the variables that cause sliver waste.
The High-level process map is shown in Figure 4.
It was estimated that a saving of one million INR

(INR is the ofcial currency code for Indian Rupees)
per year could be achieved by implementing
LSS0001. The proceedings were communicated
through electronic-mails, notice boards and orally
throughout the Unit A.
During the Measure phase, relevant data were
collected. In the analysis plan, the sample size,
process capability (Cp) and process capability index
(Cpk) were evaluated as presented in Table 4. One
month waste generation was collected which is shown
in Table 5.
The Cp, Cpk and sigma values of the data given in
Table 5 were estimated as given below:
Cp
Cpk
1.
Variables in carding
2.
Variables in SL/RL
3.
Variables in the Comber
4.
Variables in the Drawing
5.
Variables in Simplex
Sliver waste
Figure 4. Process map for executing LSS0001.
Cp
Cpk
USL
LSL
s
X
Cp
Sigma
value
Cpk
= (USL LSL) 6s
= min [{(X LSL) 3s); ((USL X)
3s)}]
= Process capability,
= Process capability index
= Upper specication limit = 2.2
= Lower specication limit = 1.45
= Standard deviation = 0.17
= Average = 1.82
= (2.2 1.45) (6 0.167) = 0.749
= 0.7353 3 = 2.246
= min {((1.821.45) (3 0.167));
((2.21.82) (3 0.167))}
= min {0.745, 0.752} = 0.745
1095
Table 4. Data collection and analysis plan of LSS0001.

Key
process
Carding
SL/RL
Comber
Drawing
Simplex
Data
Source of data
Data owner
Waste in
percentage
Gemba based data

collection
Production
department
Analysis
tools
Frequency of analysis and

distribution
SPC tools
Daily
Table 5. Sliver waste percentage March 2011.
Date
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Sliver waste %
Date
Sliver waste %
1.90
1.92
1.81
1.65
1.83
1.76
1.84
1.94
1.94
2.18
2.09
2.01
2.09
1.91
1.92
1.68
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
1.81
1.63
1.76
1.44
1.76
1.77
1.87
1.94
1.77
1.83
1.5
1.52
1.74
1.89
1.83
Average = 1.82%
Carding
The Cp, Cpk and sigma values pertaining to the

present sliver waste level were found to be 0.749,
0.745, and 2.246, respectively. This indicated that the
level of waste percentage is high. The sliver waste
generation was lowest on 20 March 2011 with a value
of 1.44% and the average was 1.82%. The data
revealed that it was possible to reduce the waste
percentage from 1.82 to 1.5%. Whilst carrying out the
Analyse phase, the LSS0001 belt team conducted the
root cause analysis using Cause-and-Effect diagram as
shown in Figure 5. The belt team identied the rectication actions using the Cause-and-Effect diagram.
In the Improve phase, the rectication actions were
implemented as shown in Table 6 which could reduce
waste generation from 1.82 to 1.5%. The control
measures to be taken to sustain the improvement were
Lap formation and Combing
Auto leveller problem
Lap licking problem
Length counter problem
Adoss or defective laps

Can changer problem (auto doffing problem)

Carding sliver falling during transportation
Double lap engaging, without spool running

Sliver
waste
Sliver waste dropping in between the cans
Improper piecing in the comber process

Sliver falling during transportation
Improper functioning of creel stop motion
Can falling at the time of doffing
Defective last layer of drawing sliver

Strength-less sliver
Drawing
Roving
Figure 5. Cause and effect diagram for sliver waste generation.
1096
S. Karthi et al.
Table 6. Rectication actions taken in the Improve phase.
Problem
Rectication action
1. Carding
Auto dofng problem
Auto leveller problem
Sliver falling while transportation
2. Lap formation and combing
Lap licking problem
Adoss or defective laps
Double lap engaging, without spool running
3. Drawing
Can falling at the time of dofng
Improper piecing in the comber process
Sliver falling during transportation
4. Roving
Strength-less sliver and defective layers
Improper functioning of creel stop motion
Sliver waste dropping in between the cans
Defective length counters were repaired.

Malfunction of pistons were corrected.
Malfunctioning auto levellers were attended.
Can casters cleaning frequency was increased. Floor damages were plastered.
Defective length counters were attended.
Grams/meter of lap increased from 47 to 52.
Spool dimensions were ensured and defective spools were discarded.
Minimum 5 reserve spools were maintained in the magazine.
Can casters cleaning frequency was increased.
Workers were retrained to follow proper piecing method.
Floor damages were plastered.
Slow speed timing increased to arrest the sliver disturbance after dofng.
The sensitivity of the sensors was adjusted.
Workers counselled
Table 7. Sliver waste generation after implementing

rectication actions.
Date
Sliver waste %
Date
Sliver waste %
1.29
1.35
1.52
1.55
1.56
1.54
1.48
1.44
1.60
1.56
06-07-11
07-07-11
08-07-11
09-07-11
10-07-11
11-07-11
12-07-11
13-07-11
14-07-11
1.45
1.38
1.45
1.60
1.52
1.52
1.54
1.58
1.45
Average = 1.49%
26-06-11
27-06-11
28-06-11
29-06-11
30-06-11
01-07-11
02-07-11
03-07-11
04-07-11
07-07-11
discussed and appropriate standard operating procedures were framed.

In order to check the sustainment of the rectication actions, the belt personnel gathered the sliver
waste generation 26.06.1114.07.11 (Table 7). The
data reveal that the sliver waste generation maintained

from 1.29 to 1.60% with an average of 1.49%. After
the completion of the LSS0001 project, the project
details were recorded electronically in the computer.
Review of the progress of LSS0002 project

In the review meeting, the tools and techniques to be
used by the belt team in the Dene phase were
discussed. The project charter, high-level process map,
SIPOC diagram and RACI diagram prepared by the
belt team are shown in Table 8, Figure 6 and Table 9,
respectively.
LSS0002 Belt team utilised the same RACI
diagram used by LSS0001 which is shown in Table 3.
The estimated savings of the project are above 0.1
million INR per month. Similar to LSS0001, the
LSS0002 proceedings were communicated through
Table 8. Project charter of LSS0002 developed by the belt personnel.

Project number
LSS0002
Start date
Project name
Problem
Project scope
Project objective
Business need
26 March 2011
Training lead time reduction
The lead time for training ring frame tenter is 9 months which is quite high
Ring frame department
Reduction of training lead time to 6 months
Customer impact
Reduction in manufacturing cost, improvement in productivity
Employee impact
Standardised work and, fatigue reduction
Organisational impact
More than 0.1 million INR per month
Champion
VP (Technical)
Master black belt
DGM
Black belt
HR manager
Green belt
HR assistant
Team members

1. Induction program
2. Disciplinary training
3. Safety training
4. Off the job training
Training Lead time
5. Piecing training
6. Gaiting training
7. Doffing training
Figure 6. High level process map for LSS0002.
electronic-mails, notice boards and orally throughout

the Unit A.
In the review meeting, current state value stream
map and the lead time were discussed. This current
state value stream map is shown in Figure 7. As indicated, the lead time required to train a person hailing
from neighbourhood villages to work independently in
the ring frame was found to be little more than nine
months. The LSS0002 belt team carried out the
Analyse phase and identied that the sluggish learning
in the piecing operation resulted in higher lead time.
This was identied as the bottleneck operation.
The belt team carried out the root cause analysis
for the piecing operation and prepared the Causeand-Effect diagram which is shown in Figure 8. In the
review meeting of the Analyse phase, these results
were discussed by the belt personnel with the Master
Black Belt and decided to adopt Part Analysis Training (PAT) system under which piecing operation is
split into several convenient parts, tackled separately
and then combined. The classic example for PAT is
learning typing in QWERTY key board in six phases.
The review of Improve phase was also carried out in
the same meeting.
1097
The belt team decided to allocate limited numbers

of spindles and handle the difcult parts of the piecing
operation by imparting repeated training. The future
state value stream map was drawn to portray this
modied training programme which shown in Figure 9.
The duration of the modied training programme will
be 4 months and 20 days and therefore, the lead time
of 6 months could be achieved easily. The work
instructions for the modied training programme were
prepared during the implementation of the Control
phase.
Before concluding the project, the details of
modied training programmes were communicated to
the trainer and trainees by the belt personnel of
LSS0002. This project yielded a saving of more than
one million INR per annum in the Unit A. The
LSS0002 project was closed with a condition that the
actual implementation of the modied training
programme would begin in the month of July 2011.
Following the modied training programme initiatives
taken by the Unit A, the Coordinator electronically
documented this L6QMS-2008 project with the code
LSS0002 along with the LSS0001.
Step 17. Electronic documentation of the L6QMS2008 projects and the listing of trained belt persons:
The Coordinator electronically documented the Sliver
waste reduction project in the L6RP_Lean Six Sigma
record for projects subfolder as an MS Word le
titled LSS0001_Sliver waste reduction. Likewise,
the training lead time reduction project was stored as
MS Word le with the title LSS0002_Training lead
time reduction in the same L6RP_Lean Six Sigma
record for projects subfolder as indicated in Figure 3.
The Production Manager and HR Manager were
listed as Black Belts in the MS Word le titled List
of Green Belts and Black Belts. In the same le, the
Table 9. SIPOC diagram pertaining to LSS0002.

Supplier
Input
Process
Output
Customer
Surrounding
villages
Training ofcer
Untrained
workmen
Stage 1 Trainee
Induction program
Disciplinary training department
Disciplinary training
Training ofcer
Stage 2 Trainee
Safety training
Training ofcer
Stage 3 Trainee
Off the job training
Training ofcer
Stage 4 Trainee
Training ofcer
Stage 5 Trainee
Training ofcer
Stage 6 Trainee
Piecing training (on the

job)
Gaiting training (on the
job)
Dofng training (On the
job)
Stage 1
Trainee
Stage 2
Trainee
Stage 3
Trainee
Stage 4
Trainee
Stage 5
Trainee
Stage 6
Trainee
Full load
worker
Safety training department

Off the job training department
Piecing training department (On the
job)
Gaiting training department (on the
job)
Dofng training department (on the
job)
Spinning department (spinning incharge)
1098
S. Karthi et al.
Supplier (Agents recruiting

workers from
neighbourhood villages)
Customer
(Spinning Department)
Training
Department
Girls and boys

dormitories
Disciplinary
Training
Safety
Training
3 days
3 days
3 days
10 days
20 trainees
20 trainees
20
40 trainees
Induction
Programme
Off the Job

Training
Piecing (Non
Compact)
Piecing
(Compact)
Doffing
and
Donning
190 days
15 days
50 days
40 trainees
40 trainees
50
trainees
trainees
Figure 7. Existing state value stream map for piecing training.
Men
Weak persons
Management
Short persons
Non-allocation of machines for trainees
Low intelligent quotient

Low concentration level
Employing trainees to execute other works

Not providing continuous training on the same work
Lack of competiveness
Piecing and
Gaiting
training
Taking excess yarn at the time of yarn cutting

Taking yarn from cop and inserting in
traveller and then inserting in Lappet hook
Not providing training in

appropriate machines
Improper
ambient conditions
Taking the cops out from spindles

Methods
Machines
Environment
Figure 8. Cause and effect diagram for piecing training delay.
two Production Supervisors and the HR Assistant

were listed as Green Belts.
Step 18. Quantication of the performance of L6QMS2008: The improvements achieved through the
implementation of LSS0001 and LSS0002 projects
worked out to one million INR each project aggregating a total amount of two million INR annually.
The journey of the case study demonstrated the
simplicity of applying L6QMS-2008 project tools

and techniques, imparting training, L6QMS-2008
project execution and recording that would facilitate
the continual improvement in a textile mill.
Step 19. Appraisal of benets achieved to the top
management personnel: The Coordinator made a
presentation to the VP-HR and Administration on 6
August and appreciated the involvement and the
Supplier (Agents recruiting

workers from
neighbourhood villages)
Training
Department
1099
Customer
(Spinning Department)
Girls and boys

dormitories
Induction
Programme
Disciplinary
and Safety
Training
Off the Job

Training
Piecing (Non
Compact)
Piecing
and
Doffing
Piecing
(Compact)
3 days
3 days
7 days
90 days
30 days
7 days
20 trainees
20 trainees
20 trainees
40 trainees
40
40 trainees
trainees
Figure 9. Future state value stream map for piecing training.
efforts taken by the belt teams that resulted in a saving of two million INR annually. VP-HR and Administration was impressed with the anticipated training
lead time reduction in the Unit A and requested to
implement the L6QMS-2008 project in the other spinning units.
Step 20. Top management review on the performance of
L6QMS-2008 model: The top management review
meeting was held at the central ofce on 8 August 2011
which highly appreciated both belt members and Coordinator for the achievements. Having derived the tangible benets, the management requested the Coordinator
to implement L6QMS-2008 model in the other units.
Conclusion
L6QMS-2008 model was successfully implemented in
a spinning mill located in south India. Though Lean
Six Sigma concepts were never tried in the textile
unit, two L6QMS-2008 projects could be implemented
without any difculty with the full cooperation of the
shop oor team and top management involvement.
Sliver waste reduction project (LSS0001) and training
lead time reduction project (LSS0002) were carried
out within the ambit of ISO 9001:2008 standard-based
QMS maintained in the spinning mill (Unit A). The
case study yielded an annual cost reduction in around
INR two million for the company. The 20 hypothetical
steps enabled the team members to understand the
integrated concepts easily and achieve the targeted
results in both the projects without any hassles within
the given time frame. Therefore, no modications or

reduction in the 20 hypothetical steps are suggested in
this paper.
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Implementation of Lean Six Sigma Through ISO 90012008

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The Journal of The Textile Institute