Master Thesis 2019

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Title: Application of Six Sigma towards Quality Performance in Garments

Sector: A Case of Bangladesh.
Thesis · May 2019

DOI: 10.13140/RG.2.2.29390.41288
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Master’s degree thesis
LOG950 Logistics
Title: Application of Six Sigma towards Quality

Performance in Garments Sector: A Case of Bangladesh
Author:
Tanvir Ahmed
Number of pages including this page: 96
Molde, Date:24-05-2019
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Date: 24-05-2019
Preface
This master’s degree thesis paper is a symbol of completion of the Msc in logistics and
Supply chain management at Molde University College, Norway. This master program was
two years duration time. This thesis paper has been written in the spring semester 2018. The
topics of this thesis paper has been selected carefully which is related an important industry
of a country. It was challenging and hard job to get insight of the facts and collecting the
data. Yet, it has been done successfully. By completion of this thesis paper I have learnt the
application of Six Sigma as one of the quality control tools using in a supply chain
management in the garments manufacturing industry in Bangladesh.
I would like to thank my supervisor Deodat Mwesiumo for his guidence, advice and
motivation to finish this thesis paper. He always helped to give feedback and provided
valuable information during the writing of this theseis paper.
I would also like to thank the informant person Mr. Tanvir Hasan, manager of Vielltes, Mr.
Jahangir Alam Salim, assistant general manager of Pawla knit wear and Mr. Bidhan Babu ,
executive director of Sun Knit wear. They helped me lot by providing lot of information
regarding my thesis paper as well as they have helped me to get inside the factory visit during
collecting the data.
Abstract:
In today's globalization world where information became easy to access for everyone, thus
products and services getting within reach. So, it is hard to continue in the market without
making innovative approach in work processes to stay upper hand over others. The
motivation behind of this research paper is to outline the use of Six Sigma DMAIC (define-
measure-analysis-improve-control) philosophy to decrease the defect rates which happen
during the different processes in garments clothing Industries. This paper likewise attempts
to build up an recommendation for the evaluation, improvement, and minimization of wastes
in garments/clothing Industry. Developments in the nature of work processes that leads to
cost minimization along with the improvements in the services. An effort is made to present
and execute Six Sigma DMAIC (define- measure-analysis-improve-control) philosophy in
garments/clothing Industry of Bangladesh.

Table of Contents
1.0 Chapter 1: Introdiction................................................................................................. 1

1.1 Background of the Study ........................................................................................... 1
1.2 Problem Statement .................................................................................................... 3
1.3 Research Question .................................................................................................... 4
1.4 Researh Objective ..................................................................................................... 5
1.5 Relevence of the Study .............................................................................................. 5
1.6 Structure of the Research ........................................................................................... 5
2.0 Chapter 2: Context ........................................................................................................ 7
2.1 About Bangladesh ..................................................................................................... 7
2.2 Overview of Garments Industry in Bangladesh............................................................ 8
2.2.1 Developments of Garments Factories in numbers over the Years ........................ 11
2.2.2 Employment Opportunity Created by the Garments/Apparel Sector in Bangladesh: .......... 11
2.2.3 Garments/Apparel sectors contribution to the Countries export as a whole: .......... 12

2.2.4 Garments/Apparel sectors are benefiting to the other stake-holders in the economy .......... 13
2.2.5 Garments/Apparel sectors contribution to the Countries Overall GDP ................... 14

2.2.6 Exporting Destination of the Garments/Apparel items: ........................................... 14
2.2.7 Emergence and Importance of Accord: ................................................................... 15
2.2.8 Garments/Apparel sector in this manner comprises a life saver of the Bangladesh
Economy .................................................................................................................. 15
3.0 Chapter 3: Literature Review ....................................................................................... 15
3.1 Basic Concept of Supply Chain ................................................................................ 16
3.1.1 Supply Chain Management ............................................................................... 17
3.1.2 Why is Important of Supply Chain Management in the Organization ................... 17
3.1.3 Objectives of Supply Chain Management .......................................................... 19
3.1.4 Different Components of Supply Chain Management ......................................... 20
3.1.5 Bullwhip Effect in Supply Chain System ........................................................... 21
3.1.6 Buffering in the process: Positive or Negative? .................................................. 22
3.1.7 How to Improve the Supply Chain Management ................................................ 23
3.2 Quality Management in Supply Chain system ........................................................... 25
3.2.1 TQM (Total Quality Management).................................................................... 26
3.2.2 Using Six Sigma as a tool for quality improvement ............................................ 27
3.3 About Six Sigma ..................................................................................................... 27
3.3.1 Features of Six Sigma that attract the attention of the organization ...................... 28
3.3.2 Methods of Sig Sigma application in the process................................................ 29
3.3.3 Six Sigma uses different tools to identify the defects in the process ..................... 29
3.3.4 Value Stream Mapping (VSM) in Six Sigma ..................................................... 34
3.3.5 Research done on Six Sigma Application by different researchers ....................... 35
4.0 Chapter 4: Methodology ................................................................................................. 38

4.1 Introduction ............................................................................................................ 38
4.2 Research Design ..................................................................................................... 38
4.3 Quantitative Research.............................................................................................. 39
4.4 Qualitative Research ............................................................................................... 39
4.5 Reason to choose Qualitative research method .......................................................... 40
4.6 Reason not to choose Quantitative research method ................................................... 40
4.7 Data Collection ....................................................................................................... 40
4.7.1 Primary Data- Personal Interview ..................................................................... 41
4.7.2 Secondary Data ............................................................................................... 41
4.8 Limitation............................................................................................................... 41
5.0 Chapter 5: Case Description............................................................................................ 42

5.1 Case Study 1: Viyellatex Limited ............................................................................ 42
5.1.1 Background ..................................................................................................... 42
5.1.2 Company Profile.............................................................................................. 42
5.1.3 Companies Mission, Vision and Sustainability................................................... 43
5.1.4 Product ........................................................................................................... 43
5.1.5 Supplier of the company................................................................................... 45
5.1.6 Customer of the company ................................................................................. 45
5.1.7 Logistics ......................................................................................................... 45
5.1.8 Supply Chain Network ..................................................................................... 45
5.1.9 Quality Control Management............................................................................ 46
5.2 Case Study 2: Pawla Knit Wear Limited .................................................................. 46
5.2.1 Background ..................................................................................................... 46
5.2.2 Company Profile.............................................................................................. 47
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5.2.4 Product ........................................................................................................... 48
5.2.7 Logistics ......................................................................................................... 50
5.3 Case Study 3: Sun Knit Wear Limited ..................................................................... 51
5.3.1 Background ..................................................................................................... 51
5.3.2 Company Profile.............................................................................................. 51
5.3.4 Product ........................................................................................................... 52
5.3.7 Logistics ......................................................................................................... 53
6.0 Chapter 6: Analysis and Discussion of Research Question 1,2,3 ........................................ 55

6.1 Analysis and discussion of RQ-1 .............................................................................. 55
6.1.1 Quality control check through Six Sigma process............................................... 55
6.1.2 Methodology of Six Sigma implementation in the production process ............ 56-60
6.1.2 Process of implmentation and benefit ........................................................... 60-63
6.2.1 Quality control check through Six Sigma process of Pawla Knit wear ................. 63
6.2.2 Process of implmentation of Pawla knit wear and comparison, possible benefit ...68
6.2.3 Quality control check through Six Sigma process of Sun Knit wear....................... 71
6.2.4 Process of implmentation of Sun knit wear and comparison, possible benefit .......76
7.0 Chapter 7: Conclusion and future research ....................................................................... 81

Reference ............................................................................................................................. 82
9
List of figures:
Figure 1: Six Sigma DMAIC........................................................................................................................ ..... 3
Figure 2: Evolving of Bangladesh Garments/apparel industry........................................................................ ..8
Figure 3: An example of Supply Chain System in manufacturing process......................................................16
Figure 4: Supply Chain Management: Integrating and managing business process across the supply chain..20
Figure 5: Key Components of Supply Chain Management..............................................................................21
Figure 6: Bullwhip effect.................................................................................................... ..............................22
Figure 7: Cause & Effect Diagram............................................................................................. ......................30
Figure 8: Histogram Chart........................................................................................................................ ........31
Figure 9: Pareto Diagram..................................................................................................................................31
Figure10: Scatter Diagram.................................................................................................... .......................... 32
Figure 10: Flow Chart......................................................................................................................................32
Figure 11: Control Chart..................................................................................................... ..............................33
Figure 12: Check Sheets........................................................................................................ ...........................33
Figure 13: Value Stream Mapping (VSM).......................................................................................................34
Figure 14: Supply Chain Network of Viyellatex Ltd.........................................................................46
Figure 15: Examples of products are producing by Pawla Knit wear Limited.................................................49
Figure 16: Supply Chain Network Pawla Knit Wear....................................................................................... 50
Figure 17: Examples of products are producing by Sun knit wear Limited.................................................... 53
Figure 18: Supply Chain Network of the Sun Knit wear Limited-...................................................................54
List of Tables
Table 1: value of total apparel export- calendar year basis................................................................................. 10
Table 2: Development of Garments Factories................................................................................................. 11
Table 3: Growth of Employment .....................................................................................................................12
Table 4: Contribution to Countries Total Export..............................................................................................12
Table 5: Benefit to the other stake holders.......................................................................................................13
Table 6: Contribution to GDP..........................................................................................................................14
Table 7: Different researchers work on Six Sigma..........................................................................................37
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1 Chapter 1: Introduction
1.1 Background of the Study
The garments / fashion business has become, within the past few decades, a volatile
one: prices, risks, and therefore the demand for materials and consisting product
modification and even international factors like the economic instability are the kind of
challenges that the manufacturers or retailers facing today. To sustain in the market and to
be competitive, companies like garments manufacturers are using supply chain method to
make quality products and keep the customers satisfied. The garments/clothing industry has
several chains of activities which starts from sourcing of raw materials, production process,
quality inspection, storage, and deliver the products to the customers. Supply Chain
Management is one of the concepts which ensures the manufacturers to use in their
production process for improving their product quality, reducing the costs of goods, shorten
the delivery time and make them competitive in the market. Supply chain management uses
different management tools to manage these activities. One of them is Six Sigma as a quality
control tool to make the process successful. Six Sigma helps to reduce the defects rates and
reduce the variation in the process, therefore improve the quality of the products.
The export-based garments or clothing (RMG) industry has some unique characteristics,
which separates it from other industry. Product innovation, new design, quality
improvement, wages, Supply chain, Time-management, and Compliance's are among the
most imperative characteristics of this industry (Hasan 2017). Every one of these
characteristics are interrelated and reliant. Among those characteristics, efficient Supply
Chain Management (SCM) is the center. If the other elements or features are placed
systematically but without appropriate administration of supply chain, the business isn't
feasible and maintainable. Efficient supply chain can be classified into two stages – Macro
dimension, some portion of worldwide supply chain and Micro dimension, the supply chain
which inside the assembling/manufacturing sector. In supply chain framework, it's may be
flow of materials, it tends to be flow of data/information, and even it tends to be a supply of
business (continuation of business). One single and exceptionally basic issue like wrong
flow of information can influence the entire procedure to endanger (Hasan 2017).
1
Many changes are encountered within the garment trade. These progressions have been seen
as great and have prompted agility or more responsiveness. The garment industry has seen
a serious transition that has forced retailers to be value competitive and versatile, and to
supply a lot of selection than before (Singh and Nijhar 2018). In order to tackle this transition
garments manufacturers are forced to redesign their supply chain system to become agile.
Numerous innovations have turned into the various phases of the garments or clothing
supply chain network from assembling to conveyance and to retail that help retailers in
remaining ahead of the pack by offering the correct item at the ideal time and at the ideal
place, with the correct amount and quality. Speed is the key to the fashionable garments or
apparel supply chain. This concept has been employed by several retailers like Zara and
H&M. This conveys the idea of quick design at a sensible price. This is treated as a vital
issue for achieving the customer or buyer more rapidly (Singh and Nijhar 2018).
The present garments or clothing industry is concentrating on creating superior items with
the most reduced conceivable expense. Industry like garments has several factors which
causing disturbance in the performance and their output. Enhancements of work process
through minimizing or removing such factors brings benefits like wastage minimization and
improved market share(Nupur et al. 2018). In achieving these goals, different quality
theories have been applying since few years that boosted the quality of goods and process.
Six Sigma is an information driven methodology that utilize techniques and instruments
which enhanced the quality levels through actual data, therefore helps decision-making. Six
Sigma methodology is used to cut down the process cost by detecting the defects in the work
process. The Six Sigma DMAIC (define–measure–analyze–improve–control) approach is
generally used to unveil the problem in order to quality improvements. This method helps
in establishing the specific review strategies in the production process to avoid defects
which, causes most rejection and damages the outputs. (Nupur et al. 2018).
In this paper we will illustrate how Six Sigma as one of the quality control method of Supply
chain management can improve the quality of the goods in garments/clothing industry of
Bangladesh. We will present three cases of three garments factories in this paper. Companies
are “Viyellatex Limited”, “Pawla Knitwear” and “Sun Knitwear”. Among them, “Viyellatex
Limited” has implemented Six Sigma method in their production process. Others two
company, “Pawla Knitwear” and “Sun Knitwear” are not using Six Sigma method. In this
paper we will assess the overall quality performance of this three companies based on Six
2
Sigma (DMAIC approach) and will try to illustrate how could they improve in their future
production process.
1.2 Problem Statement:

A garment production method faces varieties of problems resulting in quality defects and
sequent alterations and rejections of the merchandise (Krishnaraj 2012). Therefore, it has
negative effect on net income. The usage or utilization of Six Sigma begins with the
identification of problems, and then establish of a task to fix or lighten that problems. The
usage of Six Sigma DMAIC (define-measure-analyze-improve-control) process can be
utilized to diminish the defects that happens in different procedures of garments sector. The
utilization of Six Sigma enhances and minimize the wastage in garments sector. Upgrades
in the nature of procedures help to the cost reduction and improvements in the services.
Therefore an effort is made to initiate and execute the DMAIC system in garments/clothing
sector (Kankariya and 2017).
Figure 1: Six Sigma DMAIC (define-measure-analyze-improve-control) methodology (Resources 2015b).
DMAIC is performed in the garments producing industry and problems are recognized on
production process. DMAIC strategies can be utilized for the enhancement of Structured and
3
continuous process; concentrating on decreasing of defect, improving the existing product
and process enhancement. After usage of six sigma process, it is discovered that, the
procedure enhanced in critical 3.16 sigma level(Krishnaraj 2012).
Growing rivalry from new manufacturing targets; is constraining the clothing/garments
makers to search for devices to accomplish drastic improvements in the processes. Many
producers has started the Six Sigma implementation for process enhancement and many
more are keen of implementing Six Sigma (Resources 2015a).
We have conducted an initial meeting with top management personnel of “Viyellatex
Limited”, “Pawla Knitwear” and “Sun Knitwear”. Among them, “Viyellatex Limited” has
implemented Six Sigma method in their production process. Others two company, “Pawla
Knitwear” and “Sun Knitwear” are not using Six Sigma method. After initial meeting we
understand that all three companies are facing rejection problems in their products regardless
of using Six Sigma method as quality control tools or not. Rejection in garments leads to
increase the costs, delay the shipments. And some cases cancellation of total shipments by
the buyer. Cancellation of garments shipments makes huge loss for any garment’s factory.
Defects rates in the products are high for “Viyellatex Limited” “Pawla Knitwear” and “Sun
Knitwear”. In this paper we will assess the current performance in terms of defects,
variations in all three garments factories by using Six Sigma (DMAIC) methodology and
then will try find the root cause of those problems and give a solution to overcome the
rejection problems in the garments/clothing.
1.3 Research Question:

i) Does the application of Six Sigma bring benefits to the
garments factories in Bangladesh?
ii) How can other garments company in Bangladesh benefit if
they adopt Six Sigma in their production process?
iii) What are challenges faced by the garments company in
Bangladesh while implementing Six Sigma in their production
process?
4
1.4 Research Objective:
The objective of this study is to implement the Six Sigma methodology in the
production process of garments company in Bangladesh and to know what benefits are
getting by the company. Then to identify the area where probable improvement can be done.
We will apply Six Sigma DMAIC (define, measure, analyze, improve and control)
methodology in the work process to detect the major occurring defects or problems.
Furthermore, this study will illustrate how other companies can apply six sigma in their
production process in order to improve the total quality by reducing the defects, minimizing
the wastes, reduce process variance and to create viable effect on achieving the main goal
which is customer satisfaction.
1.5 Relevance of the study:

This research has been done to provide knowledge among garments owners about to
use of Six Sigma methods as a quality control tools in their production process. To
create awareness of how to adopt and what benefits it will bring by reducing defects
and variations in the process. Because, defects in garments items leads to poor quality
of products, makes dissatisfaction among buyers which results to the cancellation of
the job orders. So, this research papaer can give an idea to the garments owners about
the importance of Six Sigma implementation in their production process and treat as
a sollution of how to make improve and make changes in the processes.
1.6 Structure of the study:

This thesis paper has arranged as follows:
The first part has given the introduction of the issues related to this study, problem
statement, research question, objective of this study, relevance of the study.
The second part explained the context of garments industry in Bangladesh, history and
role of garments sector in the development of countries economy.
The third part explained the literature of supply chain management in manufacturing
industry. Importance of effective supply chain management in production, importance
of quality control in supply chain management towards quality of the product, about
5
six sigma, importance of six sigma as a quality control tools in a manufacturing
company.
The fourth part explained the methodology of the research. It has also explained the
research design, types of research, approach for this research, method of data
collection, sources of data.
Fifth part explained the case of three companies. “Viyellatex Limited”, “Pawla
Knitwear” and “Sun Knitwear”.
Sixth part explained the analysis, findings and discussion of the research question
And final part ending with conclusion and future research suggestions.
6
2.0 Chapter 2: Context
2.1 About Bangladesh
The garments or clothing industry (RMG) treats as the foundation of the economy of
Bangladesh and as a significant sector for the advancement of the nation. The nation can
feel proud by this e division that has been bringing the billions of dollars as export income
and making employments for many individuals in the nation. The "Made in Bangladesh" tag
has made Bangladesh renown around the world and emerged as a global brand in the
garments/clothing industry (Amin 2015).
That is the reason, this significant part requires to be made economical and sustainable.
Bangladesh, which was once named by Henry Kissinger (1923-2009) a "no-limit container",
has now turned into a " fast developing nation." Garrett Hardin (1915-2003) mentioned in
the prestigious article ‘Tragedy of the commons’ said that, Bangladesh would not be a
reasonable state. Be that as it may, the nation with its constrained assets has been supporting
6% yearly normal GDP development rate for a considerable length of time and has achieved
important social and human improvement (Amin 2015).
It is extremely a matter of interest to many – how the economy of Bangladesh keeps up to

develop at a durable pace, in some cases notwithstanding while paddling against the wave.
It has officially accomplished middle income nation status on 01 July, 2015. Presently it is
anticipated that Bangladesh is accomplishing the center salary nation status by 2021. It is
immovably trusted that the fantasy will work out as expected inside the stipulated time and
the RMG business will absolutely assume an imperative job in appearing the fantasy (Amin
2015).
The business that has been making essential commitment to reproducing the nation and its
economy is none other than the readymade garments (RMG) industry which is currently the
main greatest fare worker for Bangladesh. This industry represents 81% of the nation’s total
export income. At the point when single export earner – the jute business – began losing its
brilliant days, it is the RMG segment that substituted it, and after that, to overwhelm it (Amin
2015). Following figure will show us of how the garments/apparel/clothing industry in
Bangladesh has evolved:
7
Figure 2: Evolving of Bangladesh Garments/apparel industry. Source: (Amin 2015)
This profitable beginning position as far as limit, value, exchange guidelines and capacity
gave the base for positive RMG development in Bangladesh. The solid interest of
international purchasers from Europe, the US, and promising markets will speed it up in the
coming days in future. So, it is important to make this sector more sustainable through
cutting the cost production and delivering superior quality of products.
2.2 Overview of Garments Industry in Bangladesh:

The readymade garments/apparel sector plays an important role for the socio-economic
development of Bangladesh. The "Made in Bangladesh" tag has additionally brought glory
for the country, creating it a prestigious image across the world. The business that has been
creating crucial contribution to reconstruction the country and its economy. The readymade
garment (RMG) business that is currently the one biggest export earner for Bangladesh. The
arena accounts for 81% of total export earnings of the country. The clothes /apparel business
in Bangladesh has started its journey back to 1980s and has reached this present position
over the past few years (BGMEA 2011).
The adventure of the RMG business was begun in 1978 when Reaz Garments exported its
first shipment in USA. Yet, the genuine achievement was driven by the Desh Garments Ltd
built up in 1979, the pioneer of export-oriented garments/clothing organization. By
establishing joint venture relationship with Daewoo of South Korea and turned into the
single biggest and most current article of clothing fabricating unit in the region. Following
year in 1980 the company named Youngone-Bangladesh (49 percent), and Treximb Ltd (51
percent) were established joint-adventure of apparel/garments/clothing company in order
to flourishing the opportunity. From that point forward there has been huge development in
the quantity of manufacturing plants along with the increasing in exports. In this manner,
the quantity of factories or plants in RMG industry has gone up in the course of the most
8
recent 3 decades. This industry has contributed in financial prospects, making a gigantic
number job opportunities for the most poor female workforce of the nation. Along these
lines, the RMG part has assumed an indispensable job in enabling the women by giving
work (M S, Rakib, and Adnan 2016).
The garments/apparel industry of Bangladesh as utilizing the poor unskilled female

workforce who works as cheap worker and furthermore creating low cost of clothing. So
delivering high esteem items remains a test for it. Additionally, there is a high reliance on
imported crude materials particularly if there should arise an occurrence of woven pieces of
clothing that reason high lead time underway. Accordingly, this industry is built up for low
esteem array items at low cost. There are less enthusiasm for creating specialized expertise,
preparing and advancement, innovative work exercises inside the area to create it and change
to high pay-high esteem items. That at last diminishes the aggressiveness of this segment
over the long haul. Moreover, there exists a low inspiration in the working environment(M
S, Rakib, and Adnan 2016).
Aside from these difficulties, the RMG part likewise experiences the difficulties of world
political and monetary regulations. For instance, the low exchange rate of EURO against
USD has made a spot of trouble for the RMG part. It makes the Bangladesh RMG item
costly in EU region which is the real and most important market for Bangladesh. Political
emergency, for example, terrorist assault in USA in 2001 and later recession in 2004 caused
a decrease in garments export to USA by 13.04 percent (M S, Rakib, and Adnan 2016).
The fashion industry of Bangladesh has been the key export division and a main supply of
foreign remittance for the last 25 years. At present, the country generates $28 billion worth
of garments product by every year. This sector provides three million employment of which
90% are women(Akter and Uddin 2017) .
According to the IMF, Bangladesh’s economy is the second fastest growing major economy
of 2016 (Dec), with 7.11 percent Gross Domestic Product (GDP) growth rate where the
growth rate was 6.12 percent in 2015. Contribution of different industry to the GDP was
28.1%, where RMG sector donate the biggest part. Since 2004, Bangladesh averaged a GDP
growth of 6.5%, which has been importantly driven by its exports of readymade garments
(Akter and Uddin 2017).
9
Export Scenario:
Table 1: value of total apparel export- calendar year basis. (Source- BGMEA)
Year USD (million) Year on Year Growth (%)
2007 9350.33 4.67
2008 11878.92 27.04
2009 11890.49 0.10
2010 14854.6 24.93
2011 19214.47 29.35
2012 19788.14 2.99
2013 23500.98 18.76
2014 24583.96 4.61
2015 26602.7 8.21
2016 28668.29 7.76
(Source: (Akter and Uddin 2017)

Bangladesh garment industry has generated $28.67 bn exports in the calendar year 2016
which is 7.76% higher than the previous calendar year. The export in the last fiscal year
2015-16 was $28.09bn with a 10.21% growth from the previous fiscal year, according to
Export Promotion Bureau data. Of the total figure of 2016 export, the knitwear constituted
$13.74bn and woven products $14.93bn (Akter and Uddin 2017).
Above export table shows that Bangladesh RMG (Readymade Garments) have been
securing a consistent growth through the decade. From 2007 to 2016 average yearly growth
was 12.84% which shows strong potential of the sector. As Bangladesh RMG is moving
towards achieving a target of reaching USD 50 billion by 2021 (Akter and Uddin 2017).
Bangladesh exports 35 types of garment products to about 31 countries around the world.
The RMG (readymade garments) sector is a 100% export-oriented industry. There are more
10
than 3,500 RMG factories in Bangladesh, where more than 7 million workers are employed
(Point 2018).
2.2.1 Developments of Garments Factories in numbers over the Years:

Though the Garments/Apparel sector has started its journey in 1978 when Reaz
Garments exported its first shipment in USA but the growth of factories in the later years
was remarkable. The following tables gives an idea of Garments/Apparel factories growth
in the Bangladesh:
Table 2: Development of Garments Factories .Source: (M S, Rakib, and Adnan 2016)
The number of Garments/Apparel factories were 134 units in the year of 1983 -1984, and
the number of factories grown by 5876 units (according to BGMEA) in the year of 2012-
2013. This extraordinary growth was possible only by the appropriate initiative by the
private owners and different facilities provided by the government of Bangladesh.
2.2.2 Employment Opportunity Created by the Garments/Apparel Sector
in Bangladesh:
Rise of RMG segment is viewed as a standout amongst the best thing occurred in Bangladesh
economy as it made huge employment opportunity in the country particularly for the women
workforce. It gave a space to ladies investment and their strengthening. In excess of 4 million
workers are working in Garments/Apparel segment. Information in following table, features
laborers inclines in RMG(Readymade Garments) area.
11
Table 3: Growth of Employment . Source: BGMEA and (M S, Rakib, and Adnan 2016)
2.2.3 Garments/Apparel sectors contribution to the Countries export as a

whole:
Garments/apparel industry has contributed incredibly of countries exports over the decades.
It has been known as the fundamental export income of Bangladesh. In the course of the
most recent two decades the RMG business has risen as the pushed area and guaranteed the
fuel of development and improvement of the economy. Where as $1 million of export value
in 1978, it moved toward becoming $31.57 million in 1983-84, $10.7 billion in 2007-08,
and $24.49 billion in 2013-14 monetary years holding the 81.13 percent of nation's of whole
export profit. Following table catches these actualities.
Table 4: Contribution to Countries Total Export. Source: (M S, Rakib, and Adnan 2016)
Bangladesh right now offers two prominent advantages in garments manufacturing sector
which are cost and resource capacity. Bangladesh accomplished a two-digit development in
Garments/apparels trades in the most recent decade. Bangladesh garments has earned US
$30 billion in the year of 2015 with a growth rate of 7-9% and foretasted value of $ 50 billion
by the year of 2021. Following Figure illustrated a expected value in 2020 (Amin 2015).
12
Source: (Amin 2015)
2.2.4 Garments/Apparel sectors are benefiting to the other stake-holders

in the economy:
The following tables shows that how other sectors of the national economy are benefiting
by the Garments/Apparel sectors---
Table 5: Benefit to the other stake holders.Source: (Amin 2015)
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2.2.5 Garments/Apparel sectors contribution to the Countries Overall
GDP:
Amazing development of RMG division came about into its superb commitment to the
nation's GDP also. As illustrated in the Table that in the year of 1993-94 the
Garments/apparel sector has added to somewhat under 6 percent of GDP and kept on adding
more in the following years. In the monetary year 2013-14, it has added up to as much as
more than 14 percent of GDP (M S, Rakib, and Adnan 2016).
Table 6: Contribution to GDP. Source: (M S, Rakib, and Adnan 2016)
2.2.6 Exporting Destination of the Garments/Apparel items

The two important markets for Bangladesh Garments sectors are the European Union and
the United States America. 85 percent of the nation's Garments/Apparel items are exporting
all-round the year.
Source: (M S, Rakib, and Adnan 2016)

The pie diagram in Figure 1, demonstrates that the European Union is the significant and
most exported market for Bangladesh Garments/Apparel items. It has been and will be the
biggest market of Bangladesh Garments/Apparel items due to the GSP certification facilities
which is given by the European Union from the beginning of the Garments sector in
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Bangladesh. In the monetary year 2013-14, 59 percent of Garments items were exported to
European Countries alone. The second biggest market of the Garments/Apparel items is the
USA (26 percent of the total garments export). The rest 15 percent of total garments items
are exporting to other countries, like: Australia, Canada (M S, Rakib, and Adnan 2016).
2.2.7 Emergence and Importance of Accord:

The Accord and partnership are the legitimately official agreement between Bangladesh
worker's unions, for example, BGMEA, Bangladesh Government, worldwide worker's
organizations, ILO, and global brands and retailers. After the event of a few horrible
occasions, e.g., Rana Plaza and Tazrin episodes, the supervisory organization named as
Accord have turned into an essential piece of Garments/Apparel sectors in Bangladesh (M
S, Rakib, and Adnan 2016).
2.2.8 Garments/Apparel sector in this manner comprises a life saver of

the Bangladesh Economy:
· 4.5 million individuals are utilized in RMG segment
· Among all workforce , around 3 million are women's worker.

· Additional 4.0 million are working in reverse and forward linkage ventures
· 20 million individuals rely upon this industry for business
Chapter 3: Literature Review
Supply chain management system in garments /apparel industry of Bangladesh are not
totally new and they are using different tools to improve the quality of the goods and
services. Six Sigma is one of them tool to improve the quality of the goods by reducing the
process variance and minimize the defects. Several garments factories are applying quality
improvement tools in different manner in their supply chain system. Since, few articles,
journals are found regarding supply chain system and applying Sig Sigma as tools towards
quality improvement in garments/apparel industry, so it is necessary to conduct inductive
15
research, case study, assumption may consider. To answer our research question, it is
necessary to do literature review.
3.1 Basic Concept of Supply Chain

A supply chain network comprises of all players, specifically or indirectly, in satisfying
a consumer need. The supply chain incorporates the producers and suppliers, yet in addition
transporters, storehouse, retailers, and significantly consumer themselves. Each phase in a
supply chain network is associated through the stream of products, data and fund. These
streams frequently happen in the two direction and might be administered by one of the
stages or a middle person. In supply chain network, we can see the raw materials provider
supply items to the producer, then producer make the goods and deliver to wholesaler, then
distributer trade this item to the retailer by little part, and last buyer get the item from the
retailer. (Basak et al. 2015).
Supply chain stages:
• Raw material supplier

• Manufacturer
• Wholesaler/distributor
• Retailer
• Customer
Raw Material Manufacturer Distributor
Retailer Customer
Figure 3: An example of Supply Chain System in manufacturing process. Source: (Basak et al. 2015)
These independent stages are connected by logistics service suppliers, which are additionally
part of a Supply Chain. At the early stage of the supply chain or in the upstream supply chain
point, the administration body faces lot of challenges. This point in supply chain is the key,
as the raw materials, supplies are receiving. This raw material of supplies should be received
according to the production or process requirements and should be at on time and at correct
16
quantity. At the point when it is observed that the demand is nearer, then it became necessary
to make the plan ahead of time for avoiding any sudden problems.
3.1.1 Supply Chain Management:

Aggressive rivalry in the present worldwide markets, the launching of goods with shorter
life cycles, and the elevated desires for customers have compelled business organization to
put investment into and force concentrate on their supply chains. This, together with
consistent advances in connection each other and transportation innovations (e.g., Smart
phone, Internet, and instant delivery), has propelled the ceaseless development of the Supply
Chain and of the procedures to oversee it viably. To make successful supply chain process,
it must placed effective supply chain strategy. Because continuous product development,
cost minimization, efficient logistics, inventory and raw material distribution needs proper
management which leads to successful supply chain process in the organization. So, what
is Supply Chain Management:
“Supply chain management is a set of approaches utilized to efficiently integrate
suppliers, manufacturers, warehouses, and stores, so that merchandise is produced and
distributed at the right quantities, to the right locations, and at the right time, in order to
minimize systemwide costs while satisfying service level requirements”(Sell 1999)
Progressively, the administration of numerous connections over the supply chain network is
being alluded as Supply Chain Management. Broadly speaking, the supply chain network
isn't a chain of organizations with coordinated, business-to-business connections, yet a
system of different organizations and connections (Lambert and Cooper 2000).
3.1.2 Why is Important of Supply Chain Management in the

Organization:
In recent years effective supply chain management has been proven its importance for the
companies to be competitive in the market. It has also been noticed in the past few years,
that many small and medium sized firms have become successful to provide its goods and
services by applying effective supply chain management. By applying Supply chain
management, it is possible to focus on specific competence of a specific firm to make
successful products or services according to the specific customer needs. By using effective
supply chain management, it is possible to reduce costs through different methods and it
also helps to develop new product and services (Kherbach and Mocan 2016). There are
17
number of reasons why effective supply chain management is important for a firm, which
are as follows:
i) Better Customer service
a) Customer always hope to get the right number of items and to receive on
schedule. For instance, If a customer ordered 3 items from a particular company
and he/she receives one of them on time and others not which are essential to get
all at once. Here customer lose their confidence on that company. As a result,
company will lose the customers for sure and ultimately losing he money.
Effective supply chain management ensures to deliver goods on right time in
right amount by managing logistics activities (Szajda 2017).
b) Improving Customer service by giving service at right time when customer is
needed with right product. Effective supply chain management ensures the
perfect allocation of the products among various options (Szajda 2017).
c) Follow up help after a deal must be done rapidly. At the point when an item
breaks after sell from the store and if it is not fixed in right time then customer
will be dissatisfied. Effective supply chain helps to give better services after sells
(Szajda 2017).
ii) Reducing the Operational cost:
a) Reduce procurement cost: Retailers always rely upon supply chain to deliver
the expensive items to avoid additional inventory expenses (Szajda 2017).
b) Lessening manufacturing Cost - Doing Late in manufacturing process leads
huge cost for an organization. This issue makes supply chain more
imperative. Solid conveyance of materials to gathering plants maintains a
strategic distance from any expensive deferrals in production (Szajda 2017).
c) Reduction in total Supply Chain Cost - Wholesale makers and retailer
providers rely upon a supply chain network the executives to structure a
system that meets client administration objectives. This gives organizations
an aggressive edge in the commercial center (Szajda 2017).
iii) Improving Financial Performance:
a) Increase the profits: Through effective supply chain management, it is
possible to decrease the cost of production by implementing various quality
control methods (Szajda 2017).
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b) Reduction in total Fixed Assets costs: Supply chain directors decline the
utilization of huge fixed resources, for example, plants, distribution centers
and transportation vehicles, basically lessening expense (Szajda 2017).
c) Build-up Cash Flow: Efficient supply chain network helps to flow the goods
quickly in and out. So, cash flows in the company as well (Szajda 2017).
3.1.3 Objectives of Supply Chain Management:

There are three main objectives of supply chain management we can describe, which are as
follows:
i) SCM objective is to examine over each parts of the chain that affects cost and
makes sure that goods are made according to the customers necessities: from
provider and manufacturing facilities through stockrooms and from dispensation
place to retailers and stores (Sell 1999).
ii) SCM aims of supply chain network is to be proficient and practical over the
whole framework. The objective is not only confined in the reducing of
transportation and inventory cost rather on adopting a frameworks strategy to
supply chain network (Sell 1999).
iii) At last, since the SCM rotates around proficient integration of providers,
producers, distribution centers, and stores, it includes the company's exercises at
numerous levels, from the key level through the strategic to the operational level.
(Sell 1999)
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Figure 4: Supply Chain Management: Integrating and managing business process across the supply chain.
Source: (Lambert and Cooper 2000)
3.1.4 Different Components of Supply Chain Management:

There are several factors which makes a efficient supply chain management. We found
the best four elements which makes a successful supply chain management (Donne 2012):
i) Procurements
ii) Operations
iii) Distributions
iv) Integration
Purchasing –
Purchasing of different raw materials, parts, and other components are the starting
point of supply chain management. It involves making sure to deliver right quantity, right
place and right time. Here selection of suppliers is also important. The strategic decision of
supply chain department must take whether to make-or-buy decision (Donne 2012).
Operation-
After received the materials, parts, from the providers, the firm should change them
and deliver the items or the administrations that address the issues of its shoppers. It must
lead this change in a productive and powerful way to serve the inventory network
administration framework (Donne 2012).
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Distribution-
It is one of the important elements in the supply chain system which includes
transportation or logistics, maintain customer relation, storage management (Donne 2012).
Integration-
Integration of different parties in the supply chain are most important part. Failure to do
so, increases costs therefore lead unsuccessful supply chain management. So, it is the
important element elements in the supply chain management which ensures to integrate of
all processes by collaborating and sharing information among all parties in the
system.(Donne 2012)
Figure 5: Key Components of Supply Chain Management. Source: (Donne 2012)
3.1.5 Advantages of Effective Supply Chain Management:

Supply Chain Management makes efficiencies, increase returns, brings down costs, helps
coordinated effort and that's just the beginning. SCM empowers organizations to see the
probable demand, convey the appropriate measure of stock, manage interruptions, downplay
expenses and take care of customer demand in the best way that could be available. These
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SCM benefits are accomplished through the fitting methodologies and by using different
software tools to help deal with the developing intricacy of the present supply chains.(Rouse
2015)
3.1.6 Bullwhip Effect in Supply Chain System:

Changes in demand create a distortion in product request and this variation moves
from the customer to the retailer, to the wholesaler lastly to the producer. This situation as
termed as Bullwhip effect. “The bullwhip effect is a distribution channel phenomenon in
which forecasts yield supply chain inefficiencies. It refers to increasing variation in
inventory in response to shifts in customer demand as its move further up the supply chain”
(bsaikrishna 2016)
Figure 6: Bullwhip effect Source:(bsaikrishna 2016)
3.1.6.1 Bullwhip Effect in Supply Chain System:

There are three reasons for which Bullwhip effect occurs.
i) Shortage of information- Information gap between upstream and downstream in
the supply chain creates bullwhip effects (bsaikrishna 2016).
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ii) Design of Supply Chain- One of the reasons for Bullwhip effect is the design or
structure of the Supply Chain. If supply chain is not designed in such a way where
raw materials are not arrived at right time to the manufacturers, so it is not
possible for them to deliver in the upstream parties in the supply chain. This
problem as we know as the longer lead time (bsaikrishna 2016).
iii) Local Enhancements- When local capitalization are not achieved, then bullwhip
effects occur. (bsaikrishna 2016)
3.1.7 Buffering in the process: Positive or Negative?

One of the main objectives of the company is to how can they improve their
efficiency in their manufacturing or production processes. There are common inherent
human error exist in the production process and there are inherent technical problems are
also exists ( like: machine breakage). There are also variation of supply and demand in the
markets. In those situations, there are would be must variations in the production process.
To cope up with these variations, companies are maintaining provisions of safe stock or
inventory before and after the production. This is known as Buffer(So 1990) .
One basic structure factor is the allotment of the quantity of buffers. Different
Researchers namely by Jackson (1954) and Hunt (1957), along with other specialists have
tried to figure out of the limit of the buffers in different situation of the manufacturing
process. Distinctive strategies including scientific and numerical methodologies, recreation
models, advancement models and analytical methods have been utilized to consider how
buffer supports ought to be given against process changeability and machine breakdowns
(So 1990) (Hunt 1957) (Jackson 1954).
In production, the idea of buffering is characterized as keeping up enough supplies
to keep tasks running easily. These provisions regularly incorporate the crude materials
required for manufacturing, and furthermore the inventories of completed items sitting tight
for shipment. Production department keep these additional inventories available to help
balance out any variances in the demand and supply of the market. manufacturing limits and
lead times. Without suitable buffering, producing procedures would moderate, costs would
increment, and benefits would diminish (Robertson).
Buffering has both advantages and disadvantages. If it maintains correctly then,
production process runs smoothly and increase the credibility. On the other hand, if it goes
wrong or maintain wrong inventory policy, then it will increase the costs and decrease
profitability (Robertson).
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3.1.8 How to Improve the Supply Chain Management
Business organizations, currently concentrating heavily on how to make customers satisfied
by providing superior goods according to their demands. For doing so, companies has to
apply different methods to make the goods available at the right time, without defects and
right quality. Supply chain management is one of them by which companies can do such
important jobs. Because supply chain management involves lot of related activity, like:
materials, data flow, information flow, product flow from supplier to the end customer and
end customer to first supplier. Success or failure of the supply chain management depends
on the end customer in the market. Getting the right product at right time at right quantity is
not only goal for success but also the key to exist in the market. So, it is very important to
formulate supply chain strategy by keeping in mind of customer and the market place where
company operates. It demands to improve the supply chain management system to keep pace
with the current situation as well as to make competitive over the competitors (Banihashemi
2011). Bear in the mind that the objective of the supply chain management is to create the
value of the product. Value of a product can me measured by the feedback from the
customers of how they perceived. Value can be created by cutting the cost, by delivering the
new products or by adding new features in the product. Now the question is that, which
perspective based on supply chain can be improved? Is it based on “lean” or “agile” or
combination of both “leagile” perspective? As we know Lean based supply chain
concentrating on reducing the cost through waste management and cutting the inventory.
Agile concentrating on adapting the current situation in the market (Banihashemi 2011).
Based on above discussion, we have formulated 5 ways to improve the supply chain
management which are follows:
i) Re-arrange the Distribution network system:

Any organization's allocation department is the operational pivot which should
work around. Appropriation influences everything from primary stage to the
ending customers. The principle objective is to improve the allocation
department, which can be done through a comprehensive methodology (Pratt
2013).
24
ii) Increase the relationship with the End Customer:
To make successful product development, it is necessary to create good
relationship with customers so that the company can have idea of what products
they should develop. This is how company can reduce the inventory level by not
producing unnecessary and additional quantity of goods (Engineering 2013).
iii) Combination of different processes:
To improve the supply chain network, it is necessary to work together despite
differences. There are lot of processes in a supply chain network. And those
processes are working isolate because of their job differences. Lets example, if
purchase department and logistics department are working together, then results
will be great. So, integration in the supply chain processes are important to
improve the performance (Engineering 2013).
iv) Establish information sharing and transparency:
Data conductors are channels that organizations can use to share critical
information, such as tracking data, among the important departments or sectors
in the supply chain network. To build up appropriate data conductors, ensure that
information is disseminated quickly and accurately to relevant beneficiaries. For
instance, if the manufacturing plant foreman needs more materials, this data
ought to be passed on to procurement department and logistics department (Pratt
2013) (Engineering 2013).
v) Observe the inventory flow:
One of the important part of the supply chain network is the inventory
management. To improve the supply chain performance, it is important to
manage the inventory efficiently. If inventory cost is reduced, then overall cost
of producing the goods will come down. By applying technology, it is possible
to know the location of inventory, quantity needed to produce, and to avoid.
Unnecessary products are lying down in the inventory that increase the
management of inventory, ultimately it increased the cost of overall inventory
(Pratt 2013).
3.2 Quality Management in Supply Chain system:

Success of manufacturing process is depending on effective supply chain
management system. Effectiveness of a supply chain network can be measured of a value
25
that added in the product and how the customers are perceived that value. In supply chain
system there are several stages involved, like: procurement, processing, storage, transfer of
goods and quality checking stages. Every stage should be completed with perfect quality. If
every stage passed without quality, then whatever job took place in the supply chain would
be useless (Bagchi 2012).
In supply chain management, there are some Quality Management tools are used by the
organization to decrease the costs, removing the wastes and produce superior quality of
products for their customers (Aslam et al. 2012). These tools are as follows (Bagchi 2012):
3.2.1 TQM (Total Quality Management):

Total Quality Management (TQM) is a methodology for ceaselessly improving the
nature of products and functions conveyed through the support of people in every stages and
jobs of a company. TQM make sure the quality enhancement in the process by utilizing
information, and inclusion of expertise and cooperation from top member of the organization
to the shop floor. TQM concentrates on user/client, extensive quality observing, and steady
administration frameworks. Accordingly, TQM requires key changes in each part of an
association: its workforce, its administration, its structure and its way of life (Siddiqui,
Haleem, and Wadhwa 2009).
1. Seven basic tools for quality improvement:
➢ Cause-Effect relationship
➢ Check List
➢ Pareto Charts
➢ Control Charts
➢ Flow Charts
➢ Histograms
➢ Scatter Charts (Moore 2007)
2. DMAIC of Six Sigma
26
3.2.2 Using Six Sigma as a tool for quality improvement
The main objective for most of the companies are to make profit and stay in the
market for longer period. To achieve this goal, they must satisfy the customers by offering
superior quality of the goods in less cost. Six Sigma is a mechanism is using in the
manufacturing processes as a tool to improve the quality of the goods by cutting the costs,
reduce the defect rates (Odendaal and Claasen 2012).
3.3 About Six Sigma

Six Sigma is a quality change procedure of the finished product by lessening the
deformities, limiting the variety and enhancing ability in the assembling process (Uddin,
Hasan, and Hosen 2014). According to Pete S. Pande and Larry Holpp “its ability to reduce
cycle time, eliminate product defects, and dramatically increase customer involvement and
satisfaction”(Pande and Holpp 2001). Six Sigma brings changes in the organization and it
does in the work processes as well as in the culture of the organization. While making
changes in the processes, it requires attitudes, mental approaches from the top to bottom
level managements. They must be equipped with proper knowledges in the field of Six
Sigma. So, collaboration and participation of the managements are essential for successful
implication of Six Sigma (Tennant 2002). Therefore, improves in the processes.
Six Sigma is a trained, information driven methodology and procedure for dispensing with
imperfections. Six Sigma is widely used in different processes, like- manufacturing
processes and service processes. There are several companies already has used the Six Sigma
successfully in their processes. Companies like “Motorola” has used in 1987, “Allied signal”
in 1994, “Philips” in 1996, “General Electronics” in 1996, and “Sony”, “Toshiba” in 2000
(Krishnaraj 2012).
Garments and Apparel sectors are also applying Sig Sigma method to improve the
performances. Garments sector is combination of several critical manufacturing processes.
Processes includes designing, fabrics cutting, fabrics sewing, quality inspection. All this
process leads to final product. There are lot of errors are being observed in these processes.
As a result, making delay of finished products and shipment cancellation. Factories are
facing huge losses, as well as their job order also reduced. Sig sigma is used garments
manufacturing process to detect the causes of defects and it has been observed that process
has improved by 3.16 sigma level (Krishnaraj 2012).
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3.3.1 Features of Six Sigma that attract the attention of the organization:
The aim of Six Sigma is to detect the defects, then eliminate, therefore reducing the variance
in the work processes which results the improvement of Supply Chain system. There are
several ways six sigma method can improve the work processes which are as follows
(MUNK 2015):
i) Reducing the order achievement time:

Applying the Sig sigma, it is possible to analyze the organizations order
procedures and detect the areas of defects, to reduce the waste and process
variances by using Six Sigma DMAIC (define-measure-analyze-improve-
control) to increase the existing order scheduling processes and to establish the
new processes with the application of DMAV methods.
ii) Establishment of new responsive Supply Chain Management system:
An organization work process should be placed in such a way so that any new
changes in the market can be adapted quickly or instant responsive. The Six
Sigma define step analysis the work process in the context of current market
trends and design the new work process accordingly.
iii) Minimizing the defects to zero:
A successful work process in the supply chain system needs to have zero defects.
A Six Sigma DMAIC process helps to reach in the zero defects position
iv) Enhance order achievement:
A work order can be achieved, if it is done efficiently without any problems. A
Six Sigma DMAIC process helps to detect the problems or defects early in the
work process, therefore enhance the order achievements.
v) Minimize the wastes:
A successful supply chain system can be referred when the cost of the work
process is less, and output is high. A Six Sigma application make sure to
minimize the waste; therefore, cost is reduced.
(MUNK 2015)
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3.3.2 Methods of Sig Sigma application in the process:
According to Joseph A. De Feo and William Barnard, in their book ““JURAN Institute Six
Sigma Breakthrough and Beyond” 2005, they says that there are two methods are used while
applying the Six Sigma in the process (MUNK 2015) which are:
i) DMAIC- This methodology generally used to improve the current processes.
The DMAIC stands for:
a) Define: which describes the detail problems and objective of the processes.
b) Measure- which describes the different characteristics of the problems or
errors.
c) Analyze- which describes the process of different data and comparing with
other factors and try to figure out the main causes of the defects.
d) Improve- that tries to improve the processes after define, measure and
analyze the problems.
e) Control: that refers to monitor the processes to see any further improvements.
(MUNK 2015)
ii) DMADF- This methodology generally used to make new work processes as well
as to make new product, services. The DMADF stands for:
a) Define: which describes the objective of the processes.
b) Measure- which describes the different characteristics of the problems or
errors and measure the process ability to be performed.
c) Analyze- which describes the process of different data to produce different
alternative solution and select the best one.
d) Design- that make sure to experiment the selected processes for final
application.
e) Verify- that describes to make demo process and gives trial to verify the
capability before final application (MUNK 2015).
3.3.3 Six Sigma uses different tools to identify the defects in the process:
Six Sigma tools are very important to any manufacturing process to identify the
different defects, weakness. Therefore, it helps to find out the solutions and improve the
processes (Hefner et al. 2006). There are several tools are used in six sigma application,
which are as follows:
29
i) Cause and effect diagram
ii) Histogram
iii) Pareto Chart
iv) Scatter plot
v) Run chart
vi) Control Chart
vii) Check Sheets
viii) Flow chart (Neyestani 2017)
Cause and effect Diagram:
The cause-effect diagram or fishbone diagram or Ishikawa diagram was developed
by Dr. Ishikawa in1943. This is a problem-solving tool using in the manufacturing process
to identify the root causes of the problems and helps to develop the possible solutions to
overcome the defects or problems in the process. The cause-effect diagram consists of six
elements under which the different other category of causes is shown. The following figure
shows a typical Cause-Effect diagram:
Figure 7: Cause & Effect Diagram. Source: (Neyestani 2017)
Histogram:
Histogram is extremely helpful tool to explain a frequency dispersion of observed
estimations of a variable. It is a kind of bar outline that imagines both quality and variable
30
information of an item or procedure, additionally helps clients to demonstrate the dispersion
of information and the measure of variety inside a procedure (Neyestani 2017).
Figure 8: Histogram Chart. Source: (Neyestani 2017)
Pareto Diagram:
A Pareto diagram is an uncommon sort of histogram that can be applied to discover and
organize quality issues, conditions, or their reasons for in the company. Then again, it is a
sort of bar outline that demonstrates the general significance of factors, that organized from
left to right half of the graph. The point of Pareto graph is to figure the diverse sort of
"distension" from information figures, fix the data, or different sources (Neyestani 2017).
Figure 9: Pareto Diagram. Source: (Neyestani 2017)
31
Scatter Plot:
This graph is an incredible tools to draw the appropriation of data in two measurements,
which recognizes and break down an example connections between two quality and
consistence factors (as an autonomous variable and a reliant variable), and comprehension,
if there is a connection between them, (Weak or solid and positive or negative). The state
of the scatter chart frequently demonstrates the degree and heading of connection between
two factors, and the relationship may uncover the reasons for an issue (Neyestani 2017).
Figure10: Scatter Diagram. Source:(Neyestani 2017)
Flow Chart:
This flow chart is a useful tool that can apply deliberately to identify and investigate the
territories of the process where possible problems can arise. So, it is extremely helpful to
discover and improve quality into procedure (Neyestani 2017).
Figure 10: Flow Chart. Source:(Neyestani 2017)
32
Control Chart:
Control graphs is an uncommon type of "run chart that represents the sum and nature of
variety in the process during different phase of time". Also, it can draw and depict what has
been occurring all the while. As a result, it is necessary to apply the control graph, since it
can watch and screen the process. Control graphs can be connected to discover the reasons
for quality issue (Neyestani 2017).
Figure 11: Control Chart. Source: (Neyestani 2017)
Check Sheets:
Check sheets are straightforward structures with specific configurations that can help the
client to record information in a company deliberately. Information are gathered ,organized
and record on the check sheet over the process period. The fundamental preferences of
check sheets are convenient to apply and comprehend, and it can make an unmistakable
image of the circumstance and state of the firm or company. They are proficient and
incredible assets to recognize regularly issues, yet they don't have powerful capacity to
investigate the quality issue into the working environment (Neyestani 2017).
Figure 12: Check Sheets. Source: (Neyestani 2017)
33
3.3.4 Value Stream Mapping (VSM) in Six Sigma
Value Stream Mapping (VSM) is the way toward mapping the material and data
streams required to organize the activities done by producers, suppliers and merchants to
convey items to the buyer. Not like the conventional procedure mapping, VSM is a mapping
method that maps material streams as well as data streams that flag and control the material
streams. This upgraded visual portrayal encourages the producers to recognize the value-
adding elements in the supply chain system and helps to identify the non-value items, and
therefore removing the wastes.
Utilizing VSM, many producers and their top-level providers have changed their current
office designs, just as existing frameworks for material dealing with, stock control, acquiring
and booking, to diminish the all-out throughput times of requests and current dimensions of
work-in-process (WIP)inventories (Irani and Zhou 2011).
Value Stream Mapping (VMS) is very important for three reasons:
i) It is useful as a problem-solving tool in the design and production process.
ii) It is useful to management of information in different stages of production
process, such as: storage information, procurement requirements.
iii) It is useful to management of material flow from supplier to all the way
customer.
(Md. Ahashan Habib and Zaman 2016)
Figure 13: Value Stream Mapping (VSM) in a manufacturing process. Source: (Md. Ahashan Habib and
Zaman 2016)
34
3.3.5 Research done on Six Sigma Application by different researchers :
Several Researchers have done work on application of Six Sigma in different industries and
found different solutions, then proposed the future work. In the following table we try to
illustrate of different researchers work on Six Sigma application and their findings:
SL. Authors Objective of the Study Research on Findings Proposed for

industry future research
1 (Pritesh Performance Garments Defects rate has -This approach

Kankariya 2017) improvement in industry in decreased from can be applied in
Garment industries by Solapur, India 6.85% to 4.34%. different
reducing defects using products of other
six sigma company.
methodologies. - Can apply six
Sigma in small &
medium scale of
the garments
factory in India
2. (Syed Misbah Defects Minimization Selected - Defects rate - It’s a continuous

Uddin 2014) through DMAIC Garments has decreased process for
Methodology of Six industry in from 11.2% to further
Sigma. Bangladesh. 7.6%. improvement.
- Sigma level - Can apply six
has improved Sigma in medium
from 2.7 to 2.9 scale of the
garments factory
in Bangladesh.
3. (Kumar and V R Performance Garments Defects rate has Can apply six
Naidu 2011) improvement of industry. “Sun decreased from Sigma in medium
manufacturing Garments” , 4.42% to 1.95%. scale of the
industry by reducing India. garments factory
the Defectives using in India.
35
Six Sigma
Methodologies
4. (Dewan Maisha Applying DMAIC RMG(readymade - Defects rate This approach
Zaman 2017) Methodology to garments has decreased is applied in one

Reduce Defects of industry), from 11.6% to factory in this
research but
Sewing Section in Bangladesh. 9.6%.
can be applied
RMG: A Case Study - Sigma level
multiple factory
has improved
at the same
from 2.6 to 2.8 time.
-This research is a
improvement
indicator of other
garments factory in
Bangladesh.
5. (Thouraya Reducing Delays in Garments -Expertise - Continuous

Hamdi 2015) Delivering Garments Industry in people is improvement is
using DMAIC-Six Sigma Tunisia needed to needed to make
Methodology success the six success
sigma implementation
application. of Six Sigma in
- Everyone in Tunisia
the process has
to be involved.
- Have to
change the
culture of the
organization.
6. (M.S. Application of Six Textile Industry - Storage To be successful

Kumaravel, Sigma Practice for in India. process and implementation
G.Boopathy2, Quality Improvement facility of raw of six sigma in
and iqbal 2017) in Textile Industry material has Textile industry in
improved. India, it is
- Procure time necessary to do
and techniques
36
of raw materials continuous
has improved. improvement.
- Training
program is
introduced of
other
stakeholder.
- Wastage of
utility area has
reduced
7. (Benjamin TEXTILE CUTTING Textile Industry - Successful The developed

Duraković and PROCESS in Bosnia & implementation model can be
Hazim Bašić OPTIMIZATION Herzegovina of the used in small &
2012) MODEL BASED ON SIX developed medium sized
SIGMA model to organizations.
METHODOLOGY IN A improve the
MEDIUM-SIZED defect rates.
COMPANY
8. (Chansiri IMPLEMENTATION OF Textile industry, - The weaving The process

Singhtaun and SIX SIGMA: A CASE in Thailand. machine design has been
Patin Imkrajang STUDY IN TEXTILE defects has developed after
2016) COMPANY been reduced Six Sigma
by correcting Application , can
different be used by
parameters. improving
- There is a working
experimental standards and
design has been involvement of
developed manual work.
during the
processes.
Table 7: Different researchers work on Six Sigma( own illustration)
37
4.0 Chapter 4: Methodology
4.1 Introduction
“The term methodology defines the manner by which we approach problems and look for
answers”(Taylor, Bogdan, and DeVault 2015). It contains the hypothetical investigation of
the assortment of strategies and standards related with a part of learning. Usually, it
incorporates ideas, for example, worldview, hypothetical model, stages and quantitative or
qualitative approaches (Igwenagu 2016). This chapter will illustrate the detailed approach
of this research paper. Research design, data collection method and data analysis method
will be described in this chapter.
4.2 Research Design:

The research design objective is to coordinate the various parts of the research in an
intelligent and coherent way. It ensures the research issue to be addressed successfully. It
comprises the outline for accumulation, estimation, and investigation of data or
information. According to David. J. Luck and Ronald S. Robin, research design refers to
as,
“the determination and statement of the general research approach or strategy
adopted/or the particular project. It is the heart of planning. If the design adheres to
the research objective, it will ensure that the client's needs will be served.”(Ahuja
2011)
According to Green and Tull, research design refers to as,
“A research design is the specification of methods and procedures for acquiring the
information needed. It is the over-all operational pattern or framework of the project
that stipulates what information is to be collected from which source by what
procedures”(Ahuja 2011)
Research design can be divided into two main categories. Qualitative and Quantitative
research. Others are mixed, experimental, quasi-experimental research design (Ahuja 2011).
Based on the nature of the study, a appropriate research method are chosen.
38
4.3 Quantitative research:
Quantitative Research is utilized to evaluate the issue by method for producing numerical
information or information that can be changed into usable insights. It is utilized to measure
dispositions, sentiments, practices, and other characterized factors – and results are generally
acquired through bigger size of population sample. Quantitative Research utilizes
quantifiable information to formulate the research. Quantitative information gathering
techniques are substantially more organized than Qualitative information accumulation
strategies(DeFranzo 2011). Data required for quantitative research are generally gathered
from survey (like: different online survey, poll survey, individual survey through paper,
magazine, electronic media surveys), personal interview, discussion (group discussion) ,
observations (DeFranzo 2011).
4.4 Qualitative research:

Qualitative research is primarily concerned understanding human beings' experiences in a
humanistic, interpretive approach (Jackson, Drummond, and Camara 2007). Though
qualitative research is an unstructured, exploratory research procedure dependent on small
samples which planned to give knowledge and comprehension of the problem setting.
Accumulation and assessment of information identified with past occasions that are utilized
to portray causes, impacts and patterns that may clarify present or future occasions.
Information are frequently archival (Ahuja 2011). It is utilized to pick up a comprehension
of hidden reasons, conclusions, and inspirations. It gives experiences into the issue or creates
thoughts or theories for potential quantitative research. Qualitative Research is additionally
used to reveal the thought and feelings and jump further into the issue. Information required
for this qualitative are gathered from primary and secondary sources like, personal interview,
discussions (group discussion on focus group), from observations, records, media reports,
archives and articles. Sample size usually small. Those are participates in the data collection
process usually being selected on the basis of research types (DeFranzo 2011).
This study is pursued exploratory research design, dependent on qualitative research
approach. There are three cases of three companies have been used in this research paper.
The reason for choosing the qualitative approach for this research paper is that, to analyze
the data more accurately and to understand the viewpoint of the managements of those
factories toward the implementation of Six Sigma as a quality control tools in their
39
production process. The three-case study will enable us to collect the real data as its real
company case study.
4.5 Reason to choose Qualitative research method:

Nature of this research paper demands to get closer to the facts and findings. To find
out the real problems and possible improvements of these three factories, it was needed to
visit the factory, to observe the facts. It was needed to conduct the face to face interview and
deep discussions with particular people for job. However, only qualitative research would
enable us to get inside the facts and analysis those issues by get closer to the people who has
real information.
4.6 Reason not to choose Quantitative research method:

To do this type of research paper, it is important to find “why” and to describe it. The
only possible to do this to descriptive nature of research. To find “why”, it is necessary to
do deep analysis of the fact which only acquired from observation, personal interview and
discussion. In Bangladesh perspective, it is not possible to acquire data through surveys in
the garments industry. And most importantly they are not familiar with this method that used
in quantitative approach. Like, surveys: most of the cases people of this garments sector
don’t gets enough time to spend to answer the questions and yet, they don’t have online
access. So, overall quantitative research method is not appropriate for garments sector, more
specifically the types of research we are doing.
4.7 Data Collection:

Based on the research work, the objective was to collect the primary data through
interviewing with different officials in the garment’s factory. To accomplish the objective,
we were intended to collect the data from primary sources by interviewing with general
manager and quality control manager in the factory. We visited the factories and observed
the production process and try to understand the process by discussing with other employees
in the production floor. Data has been collected from both internal and external sources.
Internal sources are from inside the factory officials through interview and external sources
are from the officials who are working in this industry for long time and has vast experiences
40
to deliver appropriate information. However, we also collected the data from secondary
sources, like: from different online articles, website of garments associations. While
analyzing primary data, it is also important to have secondary data for support and it will
also increase the levels of justification of the research.
4.7.1 Primary Data- Personal Interview:

Interview has been conducted through face to face structured interview with different
officials of the factories in the factory offices. Though it was tough task as they were busy,
and it was restricted to give internal information to outsiders. Because of my long-time
familiarities in this garments industry, I have managed to get access to those factories. First,
I had to contact over phone to make sure appointments with those officials and send brief
information of what I was looking for. I had a plan to have interview of two officials in those
three factories. One was general manager and another one was quality control manager in
the factories. At first, I had to send them my research questionnaires to them by e-mail. All
interviews and field visits have been completed between 11th of January 2019 to 13th of
february 2019. All other additional information was collected over phone conversation with
those officials.
4.7.2 Secondary Data:
We have also collected the secondary data to make the research paper more accurate.
Secondary data has been collected from online, BGMEA website (Bangladesh Garments
Manufacturer and Exporter Association), BKMEA website (Bangladesh Knitwear
Manufacturers and Exporters Associations), different fashions websites, by searching
googles, different fashion online articles.
4.8 Limitations:
Collecting the secondary data were not enough for this study. Very few articles have
been found related to this research topics. Accessing the primary data related to this study
was also a major problem. Very few factories are applying Six Sigma methodology in the
garments industry in Bangladesh. So, data was limited and constrained within a few numbers
of factories and individuals. Because of this new research topic in the garments sector of
Bangladesh, the information was limited and not all issues were covered in this research
paper.
41
5.0 Chapter 5: Case Description
5.1 Case Study 1: Viyellatex Limited

5.1.1 Background:
Viyellatex Limited has been selected in this research paper as a illustration of Six Sigma
application company. Viyellatex is a garments/apparel manufacturing company in
Bangladesh. They are one of the advanced and fast-growing garments/apparel
manufacturing company in Bangladesh. They have recently applied Six Sigma method as a
quality control tool in their supply chain system. They have improved their quality in the
production process. After implementation of Six Sigma the defects rates has gone down
substantially. In this research paper we will present of what methods of Six Sigma this
company has used to improve their product quality. We will discuss the tools they used to
identify the defects and reduced the defects of the goods. In this research paper we will
illustrate this company “Viyellatex Limited” as a bench mark for other company who are
not used Six Sigma method in their production process. Therefor this company will be
demonstrating as how or what process through which other two company in this paper can
implement six sigma method in their production process.
5.1.2 Company Profile:

VIYELLATEX Ltd is a quickly developing multi-dimensional company in
Bangladesh. It has grown to this position in an extremely short time frame.
Everything has begun as a little privately-owned company of a Knit garments/apparel
manufacturing company in 1996 and from that point forward has developed into a quickly
developing multi-dimensional organization. Viyellatex Group views itself as a start to finish
clothing supplier, beginning from sourcing the cotton and all the way to logistics supports
to its customers (viyellatexgroup).
The organization itself is totally family possessed and utilizes more than 300 Management
staff and more than 15,000 direct workers. With a vertically coordinated setup, through
technical support and a capable supervisory crew, Viyellatex is rising unequivocally as a
standout amongst the most respected associations in the nation. Looking forward, Viyellatex
is centering more towards the front-end of the chain: the end buyer (viyellatexgroup).
42
Viyellatex has a standout amongst the best, devoted and gifted workforces in the nation.
These are the general population with the best abilities, duties, and mastery with the mix of
expertise and excitement. They are working intimately with different partners and are
completely dedicated to convey the best outcomes, guaranteeing their fulfillment supported
by the Viyellatex Values (viyellatexgroup).
5.1.3 Companies Mission, Vision and Sustainability:

Vision: The vision of the company is to the most successful garments factory in
Bangladesh (viyellatexgroup).
Mission: To provide quality goods on time and make the buyers satisfied. To make
working environment friendly, cooperative and build team-work based performance.
To provide best quality product company always on the process of “continuous
development”, using superior technology (viyellatexgroup).
Sustainability: It is company’s policy to protect the environment from their
production process. Companies policy to make the production process greener, not
to harm the environment. To make greener of the working process, company took
some initiatives, such as: Reusing waste water therefore saving lot of additional
waters, Reusing rain waters, Recycling plant for waste (viyellatexgroup).
Certification: Company has achieved all necessary certification to continue the
quality production processes. Such as: “ISO 14001: 2004 for Environmental rules &
regulations” “Oeko Tex Standards” Accreditation of Lab by renown brand- Puma,
M&S (viyellatexgroup).
5.1.4 Products:
Viyellatex are producing Knit items (T-shirts, Polo Shirts, Sweat Jacket, Trouser)
and Oven items (Shirts, Pants). In the beginning they used to produce only Knit
items. Then after 2 years they have started to produce Oven items. Total production
is 3 million per month and 36 million per year.
43
55 %
Knit Item 45 %
Oven
- T-shirt items
- Polo
- Sweat - Shirt
- Pant
Source: (viyellatexgroup)
From above chart we can illustrate the different types of items that the company are
producing, which are follows:
Knit Item:
T-shirt Polo Shirt
44
The company is producing 1.65 million Knit items (T-shirt and Polo shirt) in a month and
19.8 million per year which are 55% of total production of the factory.
Oven Item:
Shirt Pant
The company is producing 1.35 million Oven items (Shirt and Pant) in a month and 16.2
million per year which are 45% of total production of the factory.
5.1.5 Supplier of the Company:

SAAP, ALAM TRIMMING, COATS, YKK, A&E, DEKKO, EPYLLION, FPPS,
ALIF, DBL, ANAM
Products are Supplying by the Supplier:
SOME SPECIAL FABRIC AND NOMINATED ACCOSORIES.
5.1.6 Customer Of the Company:
Puma, M&S, Jack & Jones, Nike, Adidas, Tommy Hilfiger, John Lewis, CK
5.1.7 Logistics:
Company are using both own transportation and hired logistics company to deliver the
goods.
5.1.8 Supply Chain Network:

As we know that, Supply Chain Network is the way toward mapping the material
and data streams required to organize the activities done by producers, suppliers and
merchants to convey items to the buyer. After discussion with the management of the
company, we came to know the Supply Chain Network that exist in the company, which are
illustrated as follows:
45
Figure 14: Supply Chain NetworkViyellatex Ltd. Source: Own Illustration
5.1.9 Quality Control Management:

This company are using different tools as quality management. These are: 6s,
Kaizan, Kanban, 8 waste. But they most used 6s.
5.2 Case Study 2: Pawla Knit Wear Limited

5.2.1 Background:
Pawla Knitwear Limited has been selected in this research paper as a illustration of
Non-Six Sigma application company and to compare with the Six Sigma application
company. In this research paper we will compare with “Viyellatex limited”, a Six
Sigma application company to see how Pawla Knitwear can improve their quality of
the product by reducing the defects rates. Pawla Knitwear is a garments/apparel
manufacturing company in Bangladesh. They are one of the middle sized and fast-
growing garments/apparel manufacturing company in Bangladesh. They have
improved their quality in the production process without implementation of Six Sigma.
In this research paper we will illustrate of how Pawla Knitwear can improve their
46
quality performance by comparing with “Viyellatex Limited”, if they implement the
Sig Sigma as a method of quality control tools in their production process.

Pawla Knitwear Limited is a mid-sized and fast developing garments company in
Bangladesh. It has grown to this position in an extremely short time frame.
Pawla Knitwear Limited has established in 1996 as knit a Knit garments/apparel
manufacturing company and from that point forward has emerged into a quickly
developing garments /apparel manufacturing organization. Pawla Knitwear Limited
views itself as a start to finish clothing supplier, beginning from sourcing the cotton,
fabric and all the way to logistics supports to its customers (pawlaknitwear 1996).
The organization utilizes around 1000 management staff and direct workers. With a
vertically coordinated setup, through technical support and a capable supervisory crew,
Pawla Knitwear Limited is rising unequivocally as a standout amongst the most
respected associations in the nation. Looking forward, Pawla Knitwear Limited is
centering more towards the different segments in garments industry (pawlaknitwear
1996).
Pawla Knitwear Limited has a standout amongst the best, devoted workforces to carry
out their success. These are the general population with the best abilities, duties, and
mastery with the mix of expertise and excitement. They are working intimately with
different partners and are completely dedicated to convey the best outcomes,
guaranteeing their fulfillment supported by the Pawla Knitwear Limited.

Vision: The vision of the company is to be the most successful regarding safety and
trustworthy among all stakeholders.
Mission:
o To provide quality goods according to customer design, requirements on time
and make the buyers satisfied.
o To maintain customer’s interest at first place when producing the goods
without compromising quality and companies own interest.
47
o To show respect all stakeholders including customers and workers
throughout the production processes.
(pawlaknitwear 1996)
quality production processes. Such as: Oeko-tex Certificate (13 HBD.26425
HOHENSTEIN), Sedex, ACCORD ID 9906 (pawlaknitwear 1996).
5.2.4 Products:
Pawla Knitwear Limited are producing only Knit items (T-shirts, Polo Shirts,
Sweat Jacket, Trouser) for Men’s, Ladies, and Kids. Total production is 750,000
pcs per month. This includes all types of items (T-shirts, Polo Shirts, Sweat Jacket,
Trouser) (pawlaknitwear 1996).
List of Products and capacity of production in the company

SL. Name of Products Production per year
1. Men’s Basic T-shirt 600000
2. Polo shirt 240000
3. Kids set 600000
4. Hoody 120000
# The most item is produced among all is the “Men’s basic T-shirt” which is 80% of total
production in the company. This item is produced 6 million pcs per year.
48
Figure 15: Examples of products are producing by Pawla Knit wear Limited (pawlaknitwear 1996).

C.S Knit, Azad Rifat Fibers, Sarker design and printing, ANZ accessories.
Fabrics, Fabrics Printing solution and nominated accessories
LIDL, TRAFIC, SOHO, JOLO FASHION, PRIMARK, ZEEMAN (pawlaknitwear 1996).
49
5.2.7 Logistics:
Company are using both own transportation and hired logistics company to deliver
the goods.

Supply Chain Network of Pawla Knit Wear Limited
Figure 16: Supply Chain Network Pawla Knit Wear. Source: Own Illustration

Company are using conventional method to check the quality of the goods. Quality
controller are generally well trained and experienced in garments sector.
50
5.3 Case Study 3: Sun Knit Wear Limited
5.3.1 Background:
Sun Knitwear Limited has been selected in this research paper as a illustration
of Non-Six Sigma application company and to compare with the Six Sigma application
company. In this research paper we will compare with “Viyellatex limited”, a Six
Sigma application company to see how Sun Knitwear can improve their quality of the
product by reducing the defects rates. Sun Knitwear is a garments/apparel
manufacturing company in Bangladesh. They are one of the middle sized and fast-
growing garments/apparel manufacturing company in Bangladesh. They have
improved their quality in the production process without implementation of Six Sigma.
In this research paper we will illustrate of how Sun Knitwear can improve their quality
performance by comparing with “Viyellatex Limited”, if they implement the Sig
Sigma as a method of quality control tools in their production process.

Sun Knitwear Limited is a mid-sized garments company in Bangladesh. It is
located at Narayangonj outside of the capital city of Dhaka yet within garments
industrial zone. This company’s growth rate is quite impressive.
Sun Knitwear Limited has established in 1993 as knit a Knit garments/apparel
manufacturing company and from that point forward has emerged into a quickly
developing garments /apparel manufacturing organization. Sun Knitwear Limited act
as a start to finish clothing supplier, beginning from sourcing the cotton, fabric and all
the way to logistics supports to its customers (SunKnitWear 1993).
The organization utilizes around 375 management staff and direct workers. Sun Knit
Wear Limited has the best and devoted workforces to carry out their success. They are
working intimately with different partners and are completely dedicated to conveying
the best outcomes, guaranteeing their fulfillment supported by the Sun Knit Wear
Limited. In near future, Sun Knit wear Limited is targeting more towards the different
segments in garments industry (SunKnitWear 1993).

Vision: The vision of the company is to be the most successful in terms of price,
quality and services.
51
Mission:
o To provide quality goods with affordable price, deliver on time and make the
buyers satisfied.
(SunKnitWear 1993)
quality production processes. Such as: Oeko-tex and ACCORD certified
(SunKnitWear 1993).
5.3.4 Products:
Sun Knit wear Limited are producing only Knit items (T-shirts, Polo Shirts, Sweat
Jacket, Trouser, night wear, casual wear) for Men’s, Ladies, and Kids. Total
production is 1,85,000 pcs per month. This includes all types of items (T-shirts,
Polo Shirts, Sweat Jacket, Trouser) (SunKnitWear 1993).
List of Products and capacity of production in the company

SL. Name of Products Production per year
1. Men’s Basic T-shirt 15,84,000
2. Polo shirt 3,96,000
3. Sweat Jacket 2,40,000
# The most item is produced among all is the “Men’s basic T-shirt” which is 80% of total
production in the company. This item is produced 15.8 million pcs per year.
In Following gigure will illustrate the types of product are producing by this company,
52
Figure 17: Examples of products are producing by Sun knit wear Limited (SunKnitWear 1993)..

C.S Knit, Azad Rifat Fibers, Ali printing, M/J accessories.
Fabrics, Fabrics Printing solution and nominated accessories
Rolly, KSK Fashion, DARG import, Torzo, Yamada (SunKnitWear 1993)
5.3.7 Logistics:
Company are using both own transportation and hired logistics company to deliver
the goods.
53
Supply Chain Network of Sun Knit Wear Limited
Figure 18: Supply Chain Network of the Sun Knit wear Limited.

Company are using conventional method to check the quality of the goods. Quality
controller are generally well trained and experienced in garments sector.
54
6.0 Chapter 6: Analysis and discussion of Research
Question of 1, 2, 3
6.1 Analysis and discussion of RQ-1:
Research Question :1
“Does the application of Six Sigma bring benefit to the garments factories in
Bangladesh”?
To answer this question, we will take the first case company as reference to illustrate
how the application of Six Sigma can benefited a garments factory to improve the quality of
the goods by reducing the defects rates. The company we have used in the first case is the
“Viyellatex Ltd” a six sigma application garments factory in Bangladesh.
It’s been four and half years since the Viyellatex Ltd. has been implementing the Six
Sigma method as quality improvement tools in their production process. As we described
earlier, that Viyellatex Ltd has two division of products that they are producing in the
factory. One is Knit item (T-shirts, Polo Shirts) and second one is Oven item (Shirt, Pant).
They have implemented on both types of products. After interviewing with the management,
we have assessed the impacts in the production process by using the Six Sigma application.
For distinguishing purposes, we will show the effects and results before and after the
implementation of Sig Sigma methods.
6.1.1 Quality control check through Six Sigma process:

To know the process that the company has used to implement the Six Sigma in their
process, we have selected one Item. The item we selected is the Men’s basic T-shirt which
is the most produced item in the company. The production of Men’s basic t-shirt is 63% of
the total quantity of Knit item (T-shirt, Polo) production in the factory.
55
Men’s T-shirt
6.1.2 Methodology of Six Sigma implementation in the production process in

the company:
The methodology of Six Sigma implementation that the company has pursued is the
DMAIC (define-measure-analysis-improve-control)
Stage 1: Define
At this stage we have identified that, to provide a quality product and to be
competitive in the garments industry this company must reduce the defect rate, reduce the
variations, reduce the waste and therefore reduce the cost of the goods. Companies are facing
continuous challenges from national and international garments/clothing producers. So, it is
important for this company to make the product cheaply yet quality product. Company has
decided to reduce the defect rates of the “Men’s T-shirt” which produce most and brings
returns for the company.
Stage 2: Measure
At this stage we have identified the current performance level in the production
process. So, data collection plan and which period of data are selected, are defined here. The
company produced different types of items. Among them men’s basic t-shirts are produced
most and demands are high in a year. As said earlier, we will check performance on the
men’s basic T-shirt items. The data has collected to check the defects of Men’s T-shirt was
1st of Octaber 2018 to 30th of December 2018, which are as follows:
56
Process of checking or inspection of T-shirt
No. of Batch No. of Unit checked Defects in T-shirt
1. 2300 138
2. 2200 130
3. 2100 150
4. 2300 125
5. 2400 150
6. 2300 125
7. 2400 120
8. 2200 120
9. 2400 118
10. 2100 110
Total = 22,700 pcs Total defects= 1286
Find out defects based on per million opportunity:

1. Total Unit checked 22,700 units
2 Total no of defects 1286
3. Defects rate in percentage 6%
4. DPMO (defect per million 5409
opportunity)
5. Sigma Level 4.00
Stage 3: Analysis:
At this stage factory has analyzed the data collected in the measure stage. The root causes
of variations and defects will be identified here and illustrated through cause-effects
diagram, chart.
57
Different types of Defects and frequency of defects:
Sr no. Types of Defects Frequency % frequency
1. Spot 69 15%
2. Sleeve body Shade 30 7%
3. Sharring/ gathering 25 5%
4. Skip Stitch 40 9%
5. Needle Mark 65 14%
6. Open seam 38 8%
7. Rib body shade 29 6%
8. Fabric hole 50 11%
9. Uneven 60 13%
10. Label Misplace 52 11%
458
80
70
69
60 65
60
50
52 50
40
40 38
30
30 29
20 25
10
15% 14% 13% 11% 11% 9% 8% 7% 6% 5%
0
58
List of Most defects that are identified in the inspection Process:
Srl no: Defects
1 Oil Spot
2. Needle Mark
3. Uneven
4 Fabric hole
Figure: Cause and effect diagram
Stage 4: Improve
At this stage company has focused on how to remove the root causes of the defects
and variations. Then, they have developed the solutions and implemented in the production
process to see the results.
59
Defects Reason & Solutions
Oil Spot This defect is called oil spot from machine. Reason for this defect is sewing
machine. Operator should check and clean the machine by each hour. So,
operator should be trained in this regard to avoid this problem in future.
Needle Mark This defect is called needle mark. Reason is for machine and quality of needle.
Need to change the Needle supplier. And, also operator has to check the
condition of needle before sewing the garments. If any problem, then inform
the mechanic.
Uneven This defect is called uneven in garments or mis-match of the parts. Reason or
cause fabrics cutting section. Sollution should be , Supervisor or controller has
to check before the process starts.
Fabric hole The reason of this defect is fabric strength problem. Fabric cutting section are
the responsible for this defect. So, it is necessary to enhance the control in the
inspection people in the cutting section before start the fabric.
6.1.3 Process of Implementation:

At this stage company are ready to implement their remedy plan to action. After
identification of the cause of the problem and rectify those problems by training the workers,
change of materials source, impose more controls on the materials(fabrics) checking
process, company now ready to observe the improvements by checking the defects rates
1. 2300 70
2. 2200 60
3. 2100 85
4. 2300 50
5. 2400 80
6. 2300 55
7. 2400 85
8. 2200 45
9. 2400 50
10. 2100 60
Total = 22,700 pcs Total defects= 640
60
Different types of Defects and frequency of defects after implementation of action plan:
Defects Frequency (after action) Frequency (before action)
Spot/stein 30 69
Needle Mark 29 65
Uneven Thread 22 60
Fabric hole 21 50

3. Defects rate in percentage 3%
opportunity)
5. Sigma Level 4.30
Stage 4: Control
At this stage company will try to retain the success which they have earned through
the quality improvement processes. By this process major defects has been detected and
cause of those defects has been identified, therefor steps has been taken to remove those
defects. This is continuous process for improvements. Based on this result, company has
taken further steps to improve the performance in the future, which are as follows.
i) They have imposed more control and checking in the fabric dying section.
Change the method inspection and arrange additional training of the staff who
are involve in this department.
ii) They must be more selective when procure different types of accessories. Not
based on recommendation rather based on quality.
iii) Increase the number of training among the sewing operators to aware the
importance of quality of garments.
61
iv) Introduce more advance dying machine in the dying section.
v) Introduce more advance cutting machinery in the fabrics cutting section.
After implementation the Six Sigma in the production process in this company, what we
have seen that the company has benefited in terms of reduction in defects rates from 6
percent to 3 percent and there is a positive impacts in terms of saving the units in the total
of Men’s basic t-shirts and savings the costs of total production of men’s basic t-shirts, which
we have illustrates in the table no. 2 . According to the company management, this factory
is producing 1 million of basic t-shirts in each month, which is 63 percent of the total knit
item (T-shirt, Polo shirt) production and cost per unit is $0.96.
Positive impact in Production Defects before Defects before Units Saved

terms of Units. per month implementation implementation
6% 3%
10,000,00 pcs 60,000 pcs 30,000 pcs 30,000 pcs
Positive impact in Unit costs/pcs Units Saved Costs Saved

terms of cost
savings $0.96 30,000 pcs $28,800
From above table we can see that company is benefitting by implementing of Six
Sigma in terms of saving the units by 30,000 pcs and saved the costs by$28,000 in a month
through minimizing the defects rates.
So, it is surely said that garments/clothing companies in Bangladesh are benefiting by the
implementation of Six Sigma method.
Company was having 6% defects in the production process which has increased their
cost of production and affects the net earnings. After implementing the Sis Sigma method,
62
companies’ defects rates has been decreased by 3% which was before 6%. So, it was possible
results from current markets perspectives.
Research Question :2
“How can other garments company in Bangladesh benefit if they adopt Six Sigma in
their production process?”
To answer this question, we have taken other two cases of two companies as a reference
which we have described in our case description chapter. This two companies are “Pawla
Knit wear limited” and “Sun Knit wear private limited” garments/clothing factory. Both
factories are located near capital city of Dhaka. These two factories are not using Six Sigma
as quality control method to check their goods quality which they are producing in their
factory. They are using conventional quality inspection procedures to check the quality of
the goods. We will assess this two company’s quality performance of their goods by using
Six Sigma DMAIC (define-measure-analysis-improve-control) methodology. We will
illustrate of how these two factories can use Six Sigma in their production process and what
benefits will they get if they adopt Six Sigma as a quality control tools in their production
process.
First, we illustrate the “Pawla Knit wear” garments factories, followed by “Sun
Knit wear Ltd”.
6.2.1 Quality control check through Six Sigma process Pawla Knit Wear
Limited:
Pawla Knit wear limited are not using six sigma method in their quality
control process. They are using conventional checking and inspection procedure to measure
the defects in the products which they are producing. As we mentioned earlier that we will
implement Six Sigma in the production process of “Pawla Knitwear Ltd.” to illustrate how
a garments company can improve their quality performance by reducing the defects rates if
they adopt Six Sigma as quality control method in their production process. We will start
63
with the checking of current performance levels of “Pawla Knitwear Ltd.”, followed by the
Six Sigma implementation procedures.
To identify the quality performance level through Six Sigma Process:

To know the quality performance of the company, we have selected one Item in our
research purposes. The item we selected is the “Men’s basic T-shirt” which is the most
produced and core item in the company. The production of Men’s basic t-shirt is 80% of
the total quantity of production in the factory.
Men’s Basic T-Shirt
Methodology of Six Sigma process to identify the quality performance level in the
production process of the company:
The methodology of Six Sigma that we will use is the DMAIC (define-
measure-analysis-improve-control)
Stage 1: Define
At this stage we have identify that, to provide a quality product and to be
competitive in the garments industry “Pawla Knit wear Limited” must reduce the defect
rate, reduce the variations, reduce the waste and therefore reduce the cost of the goods. Mid-
sized garments companies like “Pawla Knit wear Limited” are facing continuous
challenges from other national mid-sized garments/clothing producers to grab the product
orders. So, it is important for the company to make the product cheaply yet quality product
and stay in the market. So, we have selected the item of “Men’s basic T-shirt” which the
64
company produce most and brings returns for the company. Our goal is to identify the
defects rates and to illustrate of how to reduce those defects.
Stage 2: Measure
At this stage we will identify the current performance level in the production process.
So, data collection plan and which period of data will be selected, are defined here. The
company produced different types of Knit items. Among them, Men’s basic t-shirts are
produced 80 percent and demands are high in a year. As said earlier, we will check
performance on the Basic T-shirt items by detecting the defects rates and variations. The
data that the company has collected to check the defects of Men’s T-shirt was 12th of January
2019 to 11th of february 2019, which are as follows:
Process of Checking or Inspection of inspection of T-shirt

1. 540 36
2. 550 40
3. 520 44
4. 560 33
5. 550 36
6. 530 33
7. 565 42
8. 560 45
9. 545 32
10. 530 37
Total = 5,450pcs Total defects= 378

3. Defects rate in percentage 6.94 %
opportunity)
5. Sigma Level 3.96
65
Stage 3: Analysis
At this stage we will analyze the data collected in the measure stage. The root causes
diagram, chart.
1. Spot 56 15%
2. Sleeve body Shade 52 14%
3. Sharring/ gathering 18 5%
6. Open seam 30 8%
7. Rib body shade 23 6%
9. Uncut Thread 50 13%
10. Loose Thread 42 11%
378
60
50 56
52 50
40
42 42
30 34
30
20 26
23
18
10
15% 14% 13% 11% 11% 9% 8% 6% 6% 5%
0
66
Srl no: Defects
1 Spot/stein
2. Sleeve body Shade
3. Uncut Thread
4 Skip Stich
Stage 4: Improve
At this stage we will focuse on how to remove the root causes of the defects and
variations. Then, we will develop the probable solutions of how to remove the cause of
defects and how this company can implement those solutions in their production process
like the “Viyellatex limited” did in the first case of our research paper to get the optimum
results.
67
Spot Reason of this defect is print spot from printing factory and oil spot from
operating machine. Has to contact with printing factory to do proper printing
work and to impose more control for checking when receive the goods from
printing factory. Regarding Oil spot, Operator should check and clean the
machine by each hour. So, operator should be trained in this regard to avoid
this problem in future.
Sleeve body Two section are responsible for this problem. One is fabrics dyeing factory or
Shade supplier and second one is fabrics cutting sorting section. So, solution is to
contact with fabrics dyeing factory to do proper work and to impose more
control for checking when receive the goods from fabrics factory. To train and
more counsel with cutting section.
Uncut Thread The reason of this problem is the helper of the sewing operator. So, need to
train and increase the follw-up the trimming the garments during the process .
Skip stich The reason of this problem is sewing machine. So, need to change the Needle
supplier. And, also operator has to check the condition of needle before sewing
the garments. If any problem, then inform the mechanic.
6.2.2 Process of Implementation of Pawla Knit Wear Limited and

Comparison, Possible Benefits:
At this stage, we can say that company are ready to implement solution plan in to the
action. We have identified the cause of the defects in the garments that the company is
producing. To rectify those problems, we suggested that company must train the workers in
the sewing divisions specifically in the fabrics joint sewing operators, change of materials
source, impose more controls on the materials (fabrics dyeing & fabrics printing) checking
process. After completing those reactive measures company now ready to observe the
improvements by checking the defects rates. The process would be the same as “Viyellatex
limited” did in the first case of our research paper.
If we compare the results with “Viyellatex limited” in the first case of this research
paper, we can see that “Viyellatex limited” has able to reduce the defects rates by 3% after
implementation procedures. Like wise we could expect that “Pawla Knit Wear Limited” will
68
reduce the defects rates by at least 3% from 6.94% to 3.94 % after implementation
procedures.
According to the company, they are producing 25,000 pcs of “Men’s Basic T-shirt”
by each day. And cost of producing of 1 pcs t-shirt is $1.05. According to our data and
findings, we figured out that they are having 6.94% rejection rates. So, 1735 pcs of t-shirts
out of 25,000 pcs are rejected each day and 52050 pcs monthly. So, the company is giving
loss of $1821 per day and monthly $54653. But after implementation of Six Sigma, the
company could reduce the defects rates, therefore rejection of garments will be reduced.
According to our findings, we can say that company could reduce the rejection of t-shirts by
750 pcs out of 25000 pcs each day, monthly 22,500 pcs and total loss will reduced by $788
each day and monthly reduced by $23625.
Performance level without implementation of Six Sigma

Unit Produced in a Defects rates at Cost to produce 1 Amount Loss for
Month 6.94% Unit Defects
7,50,000 pcs 52050 pcs $1.05 $54,653
Possible Benefits after implementation of Six Sigma
Positive impact in Production Defects before Defects after Units Saved

6.94 % 3.94 %
7,50,000 pcs 52,050 pcs 29,550 pcs 22,500 pcs

terms of cost
savings $1.05 22,500 pcs $23,625
69
6.94 % 4.94 %
7,50,000 pcs 52,050 pcs 37,050 pcs 15,000 pcs

terms of cost
savings $1.05 15,000 pcs $15,750
Stage 4: Control
At this stage, we could suggest that company must try to retain the success which
they have earned through the quality improvement processes. By this process major defects
has been detected and cause of those defects has been identified, therefor steps has been
taken to remove those defects. This is continuous process for improvements. Based on our
findings, we can suggest that company need to take further steps to improve the performance
in the future, which are as follows:
i) Company must recruit the Six Sigma trained experts to implement the Six Sigma
methodology to quality improvements
ii) They have to impose more control and checking in the fabric dying and fabric
printing section. They can re-negotiate with supplier to improve the performance.
Or change the supplier
We have selected “Pawla Knit Wear Limited” as non-six sigma company. And we have
assessed their performance level before implementation of Six Sigma and we have analyzed
their possible benefits if they adopt the six sigma methodology. We have compared their
possible benefits with the reference of “Viyellatex limited” quality performance. Whereas
“Viyellatex limited” is a Six Sigma application garments company in Bangladesh. By doing
so, we have illustrated how other company in Bangladesh can implement Six Sigma method
70
in their production process and what benefits will they get if they adopt Six Sigma
methodology in their company
6.2.3 Quality control check through Six Sigma process Sun Knit Wear
Limited:
Sun Knit wear limited are not using six sigma method in their quality control
process. They are using conventional checking and inspection procedure to measure the
defects in the products which they are producing. As we mentioned earlier that we will
implement Six Sigma in the production process of “ Sun Knitwear Ltd.” to illustrate how a
garments company can improve their quality performance by reducing the defects rates if
they adopt Six Sigma as quality control method in their production process. We will start
with the checking of current performance levels of “Sun Knitwear Ltd.”, followed by the
Six Sigma implementation procedures.
To identify the quality performance level through Six Sigma Process:

To know the quality performance of the company, we have selected one Item in our
research purposes. The item we selected is the “Men’s basic T-shirt” which is the most
produced and core item in the company. The production of Men’s basic t-shirt is 80% of
the total quantity of production in the factory.
Men’s Basic T-Shirt
71
Methodology of Six Sigma process to identify the quality performance level in
the production process of the company:
The methodology of Six Sigma that we will use is the DMAIC (define-
measure-analysis-improve-control)
Stage 1: Define
At this stage we have identify that, to provide a quality product and to be
competitive in the garments industry “Sun Knit wear Limited” must reduce the defect rate,
reduce the variations, reduce the waste and therefore reduce the cost of the goods. Mid-sized
garments companies like “Sun Knit wear Limited” are facing continuous challenges from
other national mid-sized garments/clothing producers to grab the product orders. So, it is
important for the company to make the product cheaply yet quality product and stay in the
market. So, we have selected the item of “Men’s basic T-shirt” which the company produce
most and brings returns for the company. Our goal is to identify the defects rates and to
illustrate of how to reduce those defects.
Stage 2: Measure
At this stage we will identify the current performance level in the production process.
So, data collection plan and which period of data will be selected, are defined here. The
company produced different types of Knit items. Among them, Men’s basic t-shirts are
produced 80 percent and demands are high in a year. As said earlier, we will check
performance on the Basic T-shirt items by detecting the defects rates and variations. The
data that the company has collected to check the defects of Men’s T-shirt was 18th of
February 2019 to 119th of March 2019, which are as follows:
72
Process of Checking or Inspection of inspection of T-shirt
1. 310 22
2. 300 24
3. 320 24
4. 340 23
5. 305 26
6. 330 23
7. 320 30
8. 360 31
9. 345 28
10. 330 27
Total = 3260 pcs Total defects= 258

1. Total Unit checked 3260 units
3. Defects rate in percentage 7.94 %
opportunity)
5. Sigma Level 3.92
Stage 3: Analysis
At this stage we will analyze the data collected in the measure stage. The root causes
diagram, pareto chart.
73
1. Oil Spot 20 13%

2. Shading 19 12%
3. gathering 12 8%
6. Twisting 16 10%
7. Pleat 15 9%
9. Uncut Thread 18 11%
10. Poor Iron 15 9%
160
25
20
20
19
15 18 18
16 16
15 15
10 12
11
5
13% 12% 11% 11% 10% 10% 9% 9% 8% 7%
0
74
Srl no: Defects
1 Oil Spot
2. Shading
3. Uncut Thread
4 Fabric hole
Stage 4: Improve
At this stage we will focus on how to remove the root causes of the defects and
variations. Then, we will develop the probable solutions of how to remove the cause of
defects and how this company can implement those solutions in their production process
like the “Viyellatex limited” did in the first case of our research paper to get the optimum
results.
75
Spot Reason of this defect is oil spot from operating machine. So, sollution is:
Operator should check and clean the machine by each hour. So, operator should
be trained in this regard to avoid this problem in future.
Shading Reason’s of this defets are fabrics dyeing factory or supplier, inspection
section and fabrics sorting section are responsible for this defects. Main cause
fabric dyeinfg factory. So, solution is to contact with fabrics dyeing factory to
do proper work and to impose more control for checking when receive the
goods from fabrics factory. To train the fabrics sorting staffs.
Uncut Thread The reason of this problem is the helper of the sewing operator. So, need to
train and increase the follw-up the trimming the garments during the process .
Fabric hole The reason of this defect is fabric strength problem. Fabric cutting section are
the responsible for this defect. So, it is necessary to enhance the control in the
inspection people in the cutting section before start the fabric.
6.2.4 Process of Implementation of Pawla Knit Wear Limited and

Comparison, Possible Benefits:
At this stage, we can say that company are ready to implement solution plan in to the
action. We have identified the cause of the defects in the garments that the company is
producing. To rectify those problems, we suggested that company must employ supervisor
to check the status of the machine before starts the proceeding, also train the operators of
the machine of how to clean the machine each hour during the production. Then train in the
sewing divisions specifically in the fabrics joint sewing operators, employ supervisor to
impose more controls in the inspection of the items during the materials (fabrics dyeing &
fabrics printing) checking process. After completing those reactive measures company now
ready to observe the improvements by checking the defects rates. The process would be the
same as “Viyellatex limited” did in the first case of our research paper.
Comparison in performance level before and after implementation of Six Sigma

If we compare the results with “Viyellatex limited” in the first case of this research
paper, we can see that “Viyellatex limited” has able to reduce the defects rates by 3% after
implementation procedures. Likewise, we could expect that “Sun Knit Wear Limited” will
76
reduce the defects rates by at least 3 % from 7.94% to 4.94 % after implementation
procedures.
According to the company, they are producing 6,000 pcs of “Men’s Basic T-shirt”
by each day. And cost of producing of 1 pcs t-shirt is $1.10. According to our data and
findings, we figured out that they are having 7.94% rejection rates. So, 476 pcs of t-shirts
out of 6,000 pcs are rejected each day and 14292 pcs monthly. So, the company is giving
loss of $524 per day and monthly $15721. But after implementation of Six Sigma, the
company could reduce the defects rates, therefore rejection of garments will be reduced.
According to our findings, we can say that company could reduce the rejection of t-shirts by
296 pcs out of 6000 pcs each day, monthly 8880 pcs and total loss will be reduced by $326
each day and monthly reduced by $9780.
Performance level without implementation of Six Sigma

Unit Produced in a Defects rates at Cost to produce 1 Amount Loss for
Month 7.94% Unit Defects in a month
1,80,000 pcs 14292 pcs $1.10 $15,721
77
Possible Benefits after implementation of Six Sigma

7.94 % 4.94 %
1,80,000 pcs 14292 pcs 8,880 pcs 5412 pcs

terms of cost
savings $1.10 5412 pcs $5953

6.94 % 5.94 %
1,80,000 pcs 14292 pcs 10,692 pcs 3600 pcs

terms of cost
savings $1.10 3600 pcs $3960
Stage 4: Control
At this stage, we could suggest that company must try to retain the success which
they have earned through the quality improvement processes. By this process major defects
has been detected and cause of those defects has been identified, therefor steps has been
taken to remove those defects. This is continuous process for improvements. Based on our
findings, we can suggest that company need to take further steps to improve the performance
in the future, which are as follows:
78
i) Company must recruit the Six Sigma trained experts to implement the Six Sigma
methodology to quality improvements
ii) They have to impose more control and checking in the in-coming fabric
inspection processes. They can re-negotiate with supplier to improve the
performance. Or change the supplier
We have selected “Sun Knit Wear Limited” as non-six sigma company. And we have
assessed their performance level before implementation of Six Sigma and we have analyzed
their possible benefits if they adopt the six sigma methodology. We have compared their
possible benefits with the reference of “Viyellatex limited” quality performance. Whereas
“Viyellatex limited” is a Six Sigma application garments company in Bangladesh. By doing
so, we have illustrated how other company in Bangladesh can implement Six Sigma method
in their production process and what benefits will they get if they adopt Six Sigma
methodology in their company
Research Question : 3
“What are the challenges faced by the garments company in Bangladesh while
implementing Six Sigma in their production process?”
We will answer this question in two perspective. One is related with the company
who are already implemented Six Sigma in their production process. And secondly, we will
describe what challenges or problems are facing by the new company who are interested to
implement Six Sigma in their process.
79
From Six Sigma Company Perspective:
According to Mr. Tanvir Hasan, manager at “Viyellatex limited”. He said in the interview
that, there are some challenges they have come across when implementing Six Sigma, those
are as follows:
i) Motivation: Lack of motivation among the participants who are selected to
conduct the project. It happens when implementation take place in different
items at the same time. In those cases, large volume of data has to be collected
in a short period of time. (Tanvir Hasan, Viyellatex Limited)
ii) Lack of Resources: According to Mr. Hasan, he also said in the interview
that, they have two green belt certified Six Sigma. Sometimes, they hire black
belt certified in the implementation process, when project is big with large
number of data need to be collected. So, company feels that they need more
qualified participants in those large cases to get expected outcomes.
(Tanvir Hasan, Viyellatex Limited)
From Non-Six Sigma Company Perspective:

According to Mr. Jahangir Alam Salim, deputy general manager at “Pawla Knit
Wear”, he mentioned in the interview that there are some issues, if they implement Six
Sigma in their processes:
i) Problems on adequate resources: To implement Six Sigma and to get
optimum results, it is necessary to put all necessary resources in place. Like:
a) Recruit Six Sigma specialists.
b) To train the participants.
c) To build up training facilities.
d) To motivate candidates in the project towards accomplished the
companies objective.
(Jahangir Salim, Pawla Knit Wear Limited)
To put all resources, it is necessary to get positive influence from top

management officials. Here, we have observed that top management has less
80
confidence whether they will get benefits after implementation of Six Sigma
in real case.
ii) Economical Problem: To allocate all resources in place for implementing
Six Sigma, it is necessary to invest additional money. After interviewing with
managers in both “Pawla Knit wear” and “Sun Knit wear” company, they
said that small-medium size factories like them, can’t afford always to put
additional investment in other sectors apart from to invest in their running
operation. Though they realized that they will save money by reducing the
defects rates in the goods. (Jahangir Salim, Pawla Knit Wear Limited)
After interview with these two company’s officials, we have found that they have
little confidence in investment towards implementation of Six Sigma.
7.0 Chapter 7: Conclusion and future research

Reduction in defects is one of the challenges for garments or clothing company in
Bangladesh. Because this defects in goods eventually causing the poor quality of the goods
and it leads to the cancellation of whole shipment. This makes negative impact, not only on
the garments factory but also in the entire network of this industry. No doubts that, garments
industry plays an important part to the socio-economic development and it is the most
foreign currency earning sector for Bangladesh economy. Garments industry is one of the
fast growth industries in Bangladesh. Bangladesh is the second largest garments or clothing
producer in the world after China. Bangladesh is always competing with other garments
exporting nation, such as: India, Pakistan, Philippines. Vietnam, another garment producing
country who posses new threat for Bangladesh garments industry. To sustain in the global
market by competing with new and existing challenges, it is necessary to deliver quality
product, in affordable price and on time delivery. To gain this, it is important to improve the
processes, to innovate in the process. Six Sigma is an important tool to improve the processes
in the garments/clothing production. Six Sigma helps to reduce defects, control the wastage,
increase the quality of the garment products. If quality is improved, then buyer will be
satisfied and in turn increase the production quantity.
From our research we have found that, Six Sigma methodology as quality control
tool is using in the garments/clothing factory in Bangladesh. We have assessed “Viyellatex
limited” a Six Sigma company who are using Six Sigma as quality control tool to minimizing
81
the defects rates, minimizing the wastes and improving the quality of goods. We have found
that by implementing the Six Sigma this company have reduced the defects rates by 3%,
from 6% to 3% defects rates and improved the sigma level from 4.00 to 4.30. So, it is
obvious that the garments company in Bangladesh is benefiting by using the Six Sigma
methodology in their production process. We have also found that, other garments company
like: “Pawla Knit Wear” and “Sun Knit Wear” who are using conventional quality control
method in their production, can also be benefited if they adopt Six Sigma methodology as
quality control tool. From our analysis we have found that “Pawla Knit Wear” has defects
rates of 6.94% which costing them $54652 per month and if they adopt Six Sigma
methodology, then the defect rate could be reduced to 3.94 % which will save them$23525
per month. Likewise, from our analysis we have found that “Sun Knit Wear” has defects
rates of 7.94% which costing them $15721 per month and if they adopt Six Sigma
methodology, then the defect rate could be reduced to 4.94 % which will save them $5953
per month. There are some challenges to implement the Six Sigma methodology, such as:
economical, motivational and lack of resources. But, these challenges are not obstacle to
implement the Six Sigma methods as it brings benefits and sustainability for future of the
garments companies in Bangladesh.
From our analysis, we can say that Six Sigma methodology can be used in large and
mid-sized level of garments factory in Bangladesh. Especially, mid-sized garments should
adopt Six Sigma methodology to improve their product quality as they are also acting
supporting role for large garments company by doing sub-contract order.
Finally, this research paper can be used as motivation for other garments company
in Bangladesh to adopt Six Sigma as quality control tool in their production process to
minimize the defects and variations. Also, this research paper can be used for future study
in garments industry.
82
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measure-analysis-improve-control) philosophy to decrease the defect rates which happen

to build up an recommendation for the evaluation, improvement, and minimization of wastes

in garments/clothing Industry. Developments in the nature of work processes that leads to

and execute Six Sigma DMAIC (define- measure-analysis-improve-control) philosophy in

garments/clothing Industry of Bangladesh.

1.0 Chapter 1: Introdiction................................................................................................. 1

2.2.3 Garments/Apparel sectors contribution to the Countries export as a whole: .......... 12

2.2.5 Garments/Apparel sectors contribution to the Countries Overall GDP ................... 14

4.0 Chapter 4: Methodology ................................................................................................. 38

5.0 Chapter 5: Case Description............................................................................................ 42

6.0 Chapter 6: Analysis and Discussion of Research Question 1,2,3 ........................................ 55

7.0 Chapter 7: Conclusion and future research ....................................................................... 81

1.1 Background of the Study

1.2 Problem Statement:

Figure 1: Six Sigma DMAIC (define-measure-analyze-improve-control) methodology (Resources 2015b).

1.3 Research Question:

1.5 Relevance of the study:

1.6 Structure of the study:

It is extremely a matter of interest to many – how the economy of Bangladesh keeps up to

2.2 Overview of Garments Industry in Bangladesh:

The garments/apparel industry of Bangladesh as utilizing the poor unskilled female

Year USD (million) Year on Year Growth (%)

2007 9350.33 4.67

2008 11878.92 27.04

2009 11890.49 0.10

2010 14854.6 24.93

2011 19214.47 29.35

2012 19788.14 2.99

2013 23500.98 18.76

2014 24583.96 4.61

2015 26602.7 8.21

2016 28668.29 7.76

(Source: (Akter and Uddin 2017)

2.2.1 Developments of Garments Factories in numbers over the Years:

Table 2: Development of Garments Factories .Source: (M S, Rakib, and Adnan 2016)

2.2.3 Garments/Apparel sectors contribution to the Countries export as a

2.2.4 Garments/Apparel sectors are benefiting to the other stake-holders

Table 5: Benefit to the other stake holders.Source: (Amin 2015)

Table 6: Contribution to GDP. Source: (M S, Rakib, and Adnan 2016)

2.2.6 Exporting Destination of the Garments/Apparel items

Source: (M S, Rakib, and Adnan 2016)

2.2.7 Emergence and Importance of Accord:

2.2.8 Garments/Apparel sector in this manner comprises a life saver of

· 4.5 million individuals are utilized in RMG segment

· Among all workforce , around 3 million are women's worker.

· 20 million individuals rely upon this industry for business

Chapter 3: Literature Review

3.1 Basic Concept of Supply Chain

• Raw material supplier

Raw Material Manufacturer Distributor