Final Year Research Project On Internship Study On MAS Active Vaanavil PVT LTD

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Final year Research Project on Internship Study On MAS Active Vaanavil pvt
Ltd

Experiment Findings · January 2017


DOI: 10.13140/RG.2.2.26321.12649

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UNIVERSITY OF PERADENIYA
FACULTY OF SCIENCE

INDUSTRIAL TRAINING
EXECUTIVE SUMMARY REPORT

NAME : Shivatharsinii. Jeyavanan


REGISTRATION : S/11/898
NUMBER : Statistics & Operation Research
DEGREE PROGRAM :12 weeks
(6th October 2016- 6th January 2016)
TRAINING DURATION

i
DECLARATION

I hereby declare that the Industrial Training Executive Summary Report


entitled MAS Active Vaanavil Internship is an authentic record of my own
work as requirements of three-months Industrial Training during the period
from 2016.10.06 to 2016.12.22 for the award of degree of Statistics and
Operation Research of Faculty of Science University of Peradeniya, under
the guidance of Dr. W. B. Daundasekera (Head of the Department,
mathematics) & Mr. K. Vijitharan (Senior Executive,-IE Department)

…………………….
Shivatharsinii. J
S/11/898

Date: ____________________

Certified by:
1. Supervisor (Name):…………………………. Date: …………………..

(Signature):………………………..

2. Head of the Department (Name): ………………………… Date : …………………..

(Signature):………………………..

ii
ABSTRACT

As I was required to undergo training for three months in an industry as a partial


requirement to complete my degree program .I joined with MAS Active Vaanavil
division which is the leading private limited organization in Garment sector. I started
my internship program at MAS Active Vaanavil on 6th October 2016. This report
designates an overview of the duties and responsibilities undertaken by myself and the
comprehensive training in various functions of MAS Active Vaanavil division. I have
obtained good work experience during the period of three months in this factory. I have
gained good knowledge and understanding in human handling and practical approaches
in the subject area of SOR. Through the practical approach in different disciplines, and
demonstrated how each step contributes for the value addition of the project and support
to achieve objectives competently.

This report contains four chapters. The first chapter designate about my training
organization, Location of the organization, organization profile, facilities, achievement,
and etc. Second chapter elaborates objective of the industrial training. At the same time
it states about all departments’ procedure of MAS Active Vaanavil division and
management system in the organization. Third chapter contains types of work and
details. Here you can find my all projects and its methods. For the 1st project I used
excel solver to get the solution and in my 2nd project I used statistical software such as
R studio and MINITAB for statistical analysis. Finally, fourth chapter illustrates the
conclusion, benefits gained, problems and suggestions.

iii
ACKNOWLEDGEMENTS

The special thank goes to General Manager, MAS Active, Vaanavil, my helpful
supervisors Mr.Vijitharan Kunasegaram (Senior Executive, Industrial Engineer) &
Mr.Satheeskumar Selliya (Executive-Learning and Development,HR) for providing
with valuable advice and guidance throughout the internship program.
My grateful thanks also go to all management personnel of MAS Active, Vaanavil. A
big contribution from them during the three months is very great indeed. Besides, this
internship program makes me realized the value of working together as a team and as a
new experience in working environment, which challenges me every minute. The whole
program really brought us together to appreciate the true value of friendship and respect
of each other.

Great deals appreciated go to the contribution of my faculty - Faculty of Science. I


would like to thankful the coordinator of the Statistics and Operations Research (SOR) -
Dr. W.B. Daundasekara, that patient in helping us complete this program successfully.

I owe my thanks to all my dear friends for being there to support me morally, whenever
I needed.

iv
Table of Contents

Declaration (ii)
Abstract (iii)
Acknowledgement (iv)
Table of Contents (v)
List of Tables (vii)
List of figures (viii)
1 CHAPTER 01 1
1.1 COMPANY BACKGROUND 2
1.1.1 INTRODUCTION MAS HOLDINGS (PVT) LTD 3
1.1.2 STRUCTURE OF MAS HOLDINGS (PVT) LTD 4
1.1.3 MISSION OF MAS HOLDINGS (PVT) LTD 5
1.1.4 MAS ACTIVE (PVT) LTD 6
1.1.5 MISSION OF MAS ACVTIVE (PVT) LTD 7
1.1.6 VISION OF MAS ACVTIVE (PVT) LTD 8
1.2 INTERNSHIP ORGANIZATION - MAS ACTIVE VAANAVIL (PVT) LTD 9
1.2.1 COMPANY PROFILE 10
1.2.2 PLEDGE OF VAANAVIL 11
1.2.3 BUYER AND SUPPLIERS 12
1.2.3.1 BUYER 13
1.2.3.2 SUPPLIERS 14
1.2.3.3 DEPARTMENTS OF THE COMPANY 15
2 CHAPTER 02 16
2.1 Internship objective 17
2.2 Purposes of the industrial training 18
2.3 Training period and working conditions 19
3 CHAPTER 03 20
3.1 Project 1 – Increase factory efficiency (Integer programming problem) 21
3.1.1 Introduction (Mathematical Model for Bottle Neck Analysis) 22
3.1.2 Theory and Methodology 23
3.1.3 Conclusion 24
3.2 Project 2–Reduction of defects in Embellishment Process Department 25
3.2.1 Introduction 26
3.2.1.1 Embellishment Process 27

v
3.2.1.2 Current Issue 28
3.2.1.3 Progressing Map of total view 29
3.2.1.4 Opportunity Statement 30
3.2.1.5 Objective/Goal 31
3.2.1.6 Business Impact 32
3.2.1.7 SIPOC Model-Process Map 33
3.2.2 Measuring Stage 34
3.2.3 Analysis stage 35
3.2.3.1 Pareto Analysis of defects 36
3.2.3.2 Graphical representation in pie chart 37
3.2.4 Critical few 38
3.2.4.1 Correlation and p-values among Screened Defects 39
3.2.4.2 Tabulated Statistics: Shift (A/B) vs. Defects 40
3.2.4.3 Tabulated Statistics: Print Table No vs. Defect Type 41
3.2.4.4 Tabulated Statistics: Style vs. Defect Type 42
3.2.5 Principal Component Analysis 43
3.2.6 Conclusion 44
3.2.7 Improvement Stage 45
4 CHAPTER 04 46
4.1 Conclusion 47
4.2 Knowledge learned during the training period 48
4.3 Weakness or Problems 49
APPENDIX
REFERENCES

vi
LIST OF TABLES

Table 1.1 Values, core strengths & culture 01


Table 2.1 Department wise training 02
Table 3.1 Operations VS cycle time of style (832834-Pant Style) 03
Table 3.2 Final Product Sorting Summary (July to November 2014) 04
Table 3.3 Defect Analysis- from 1st July to 31st November 2016 05
Table 3.4 SIPOC Model-Process Map 06
Table 3.5 Defect Analysis with month 07
Table 3.6 Critical few Analyses 08
Table 3.7 Correlation Plot 09
Table 3.8 p-Value Chart 10
Table 3.9 Shift (A/B) vs. Defects 11
Table 3.10 Shift (A/B) vs. Defects 12

vii
LIST OF FIGURES
Figure 1.1 Mathematical model in excel 01
Figure 3.1 Mathematical model in excel 02
Figure 3.2 Solver view 03
Figure 3.3 Solution for the model 04
Figure 3.4 Embellishment process 05
Figure 3.4 Progressing Map 06
Figure 3.6 Relationship between inputs(X) to output (Y) 07
Figure 3.7 Pie chart for Defect Type 08
Figure 3.8 Defects 09
Figure 3.9 Charts on Style vs. Defect Type 10
Figure 3.10 Time series Plot that varies with date 11
Figure 3.11 Time series Plot on defects that varies with date 12
Figure 3.12 Principal Component Analysis on Defects 13
Figure 3.13 Scree Plot 14
Figure 3.14 Score Plot 15
Figure 3.15 Loading Plot of Defects 16
Figure 3.16 Biplot of Defects 17

viii
CHAPTER 01
1.1 COMPANY BACKGROUND
1.1.1 Introduction MAS holdings (pvt) ltd

In 1987 Mahesh, Ajay and Sharad Amalean introduced lingerie manufacturing to South
Asia and there began the MAS legacy. What seemed as venturing down a most
unconventional path has resulted in MAS being at the forefront of taking the art of
lingerie manufacturing to the world.

MAS is a $1.2 billion conglomerate and is positioned as one of the world’s most
recognized Design–to-Delivery Solution Providers in the realm of Apparel and Textile
Manufacturing. The organization is headquartered in Sri Lanka with 42 manufacturing
facilities placed across 15 countries, with design locations placed in key style centers
across the globe and with over 72,000 people involved in its operation. The seamlessly
integrated supply chain that is balanced to perfection with the organization’s
strategically placed design houses gives MAS the knowledge, the means and the speed
to delivery that is demanded by the industry.

MAS have a much diversified portfolio under its umbrella. With businesses in IT, its
own brands and Industrial Parks; MAS is a conglomerate that strives to create a self-
sustained eco system in the global business arena.

MAS is proud to hold a global reputation for an ethical and sustainable working
environment. The tireless effort put towards women’s empowerment has put MAS on
the map as a global standard to aspire to. The concept of “new thinking” at MAS breaks
the norms of innovation as the world knows it. Re-engineering, re-thinking resource
utility, exploiting processes and the relentless pursuit of excellence is the MAS lifestyle.

MAS began a green revolution in the industry with Thurulie; the world’s first purposes
build eco manufacturing plant. This plant has been rated LEED Platinum by the US
Green Building Council and has been profiled as a Global Best Practice in
Sustainability. The nurturing of people, their passion and their ideas has evolved MAS
from a business organization to a global community. This global community partners
with some of the world’s foremost brands in fashion and style that is timeless.

1
1.1.2. STRUCTURE OF MAS HOLDINGS (PVT) LTD

Figure 1.1
Mathematical model in excel

1.1.3. Mission of MAS holdings (pvt) ltd


 Inspire Innovation and Sustainability
 Build Talent and Strategic Relationships
 Achieve Excellence and Ambitious Profitable Growth
‘’We provide the world’s leading brands of Intimates, Sportswear and Leisurewear
with reliable and innovative design to deliver solutions.’’

1.1.4. Values, core strengthes & culture of MAS holdings (pvt) ltd
Table 1.1
Values, core strengths & culture
Values Core strength Culture
Honesty & Integrity People Entrepreneurial & Innovative
Humility Partnerships Collaborative Teamwork
Passion for Excellence Product Focus Cautiously Aggressive
Freedom with Accountability Process Participative Management
Trust & Mutual Respect Profitability

2
1.1.5. MAS Active (Pvt) Ltd

MAS Active (Pvt) Ltd is one the sub cluster of MAS Holdings (Pvt) Ltd. The center of
the MAS Active situated at colombo-04. Members of MAS active (Pvt) Ltd are,
 Active Centre :- Administration, front end activities of MAS Active
 Nirmaana :- Active wear design center
 Activeline :- Central cutting facility, Embellishments and printing Shadowline
:- Sleep & Sports Wear (Victoria’s Secret)
 Asialine :- Active Wear (Jockey)
 Synergy :- Active Wear (Nike)
 Contourline :- Active & Sports wear (Nike)
 Leisureline ;- Active & Leisure wear(Tezenis)
 Linea Aqua ;- Swimwear
 Shadeline :- Casual wear
 Linea AITC :- Nike research center
 Linea Intimo :- Seamless underwear, active wear
 Sleekline :- Ladies inner & outer wear (Tezzenis)
 Vaanavil :- Active & Sports wear (Nike)

1.1.6. Mission of MAS active (pvt) ltd


“We will create passion for our business by driving passion in our people”

1.1.7. Vision of MAS active (pvt) ltd


“To be the role model partner to our customers whilst growing the business
profitability and to be the employer of choice”

.2 Internship organization - MAS Active vaanavil (pvt) ltd


1.2.1 Company profile
Vaanavil is a new member of MAS Active division. It established in 2012 with two
modules. It is 100% dedicated for Nike. It manufactures sportswear apparels for export
to Nike. According to their plan, it will be the 2nd bigger Active plant in Sri Lanka and
3
has employee about 1700+ by reaching 96 modules. Currently Vaanavil has workforce
around 1500+ including staffs and direct labors and has 72 production modules. Now
Vaanavil factory got stabilized and gets more profit. But still has the intention to
increase the modules up to 96. The plant is on a single shift pattern and looks forward to
attracting team members from north province region.
The plant name 'Vaanavil' epitomizes MAS Holdings objectives in taking our inspired
tradition to the North. Vaanavil represents a collaboration of colors like rainbows and
we hope that this project will unite communities to build a better future for the region
and nation. The construction of the facility is co-funded by USAID, the development
arm of the U.S. Government.
 Address is Plot number 2, Agriculture Faculty Road, Ariviyal Nagar,
Kilinochchi.
 14 acre area.
 6 Km south of Kilinochchi town.

1.2.2 Pledge of Vaanavil


“We are team Vaanavil, we are creating a sustainable business, we are uniting
communities, and we are driven by passion to achieve success”.
1.2.3 Buyer and suppliers
1.2.3.1. Buyer
MAS Holdings’ more priority customer is the NIKE. Out of their customers, more than
70% proportion is NIKE. MAS Active Vaanavil is 100% committed for Nike (buyer).
Therefore Vaanavil is specialized of Nike products as garments. Nike is a major
publicly traded sportswear and equipment supplier based in the United States of
America. Nike is the world's leading supplier of athletic shoes, apparel and a major
manufacturer of sports equipment. In the Nike business major business is footwear
manufacturing nearly 62%. Only 6% is Apparel manufacturing. In the apparel side Nike
has 6 types of products. There are Athletic Training, Football, Running, Sports Wear
and Women’s Performance. In Vaanavil they produce only 3 types of products; such as
Running, Athletic Training and Women’s Performance. Nike’s Apparel Business is
divided in to 4 regions in the world. Those are,
 EMEA - Europe, Middle East ,Emirate Apparel , Africa
 APAO - Asia Pacific Apparel Organization
 AAO - American Apparel Organization
 USA - United States Apparel.

4
1.2.3.2 Suppliers
The suppliers of the MAS Active Vaanavil are listed below as with the
accessories and their suppliers. They are the main suppliers for the Vaanavil to day to
day production activity. If there is any delays in supply, that will affect the whole
process of the production. Therefore MAS Active Vaanavil has the proper planning on
the date of sales order. The main suppliers based on the accessories are:
 Threads – Coats, A&E
 Labels – Brittania (Sol Trims)
 Cartons – Micro Packing
 Tissues – ARCADIAN
 Tag pins – Y&A
 Poly bags – Poly creations
 Cello Tapes – Ceylon Tapes
 Hangers – Brandix hanger
 Tags & UPC – Avery DENNISON, UPC

1.2.3.3 Departments of the company


 HR & Administration
 Raw material warehouse
 Production control unit
 Method study
 Cutting
 Work-study
 Production
 Quality Assurance
 Finished goods warehouse
 MOS

5
CHAPTER 02

2.1 INTERNSHIP OBJECTIVE


The main objective of Industrial Training program is to expose students to actual
working environment and enhance their knowledge and skill from what they have
learnt in the University. Another purpose of this program is to instill the good qualities
of integrity, responsibility and self-confidence. All ethical values and good working
practices must be followed by student. It is also to help the students about the safety
practices and regulations inside the industry and to instill spirit of team work and good
relationship between student and other employees. During my internship I’m working
as an industrial engineer, where I have to monitor and help Daily production Work. I
want to set my skills to develop and update personal goals. During my internship,
actively contributed to the company’s objectives by applying the knowledge I obtained
during my education such as the important aspects of communication, written
communication, working environment,. As an Industrial Engineering I need to have a
better communication skill and also have the knowledge of problem solving. My
industrial training is totally valuable and great opportunity to learn each and every thing
that essentially needed for an employee.

2.2 Purposes of the industrial training

The industrial training period is one of the most important part of our degree program
and the result of the three years of our learning experience. And industrial training is a
major component in the Bachelor of Science offered by faculty of science. Industrial
training provides us with supervised opportunities to experience professional practice in
work setting during a specified period for three months.

It enables us to integrate and apply theory, knowledge, skills and values gained through
our first second and third years in areas related to our interests and learning needs. It
also provides us with the opportunity for experiential learning, linking and reflecting
upon the relationship between theoretical perspectives and field experience, and an
opportunity to develop competence in the range of work skills. As well as gaining
practical experience, industrial training allows us to develop networks and carrier
opportunities.

6
2.3 Training period and working conditions
I could get an overall training on each department during two weeks’ time. The table
1.1 is to illustrate the training I had with key training personnel involved in each
department
Table 2.1
Department wise training

Department Time period Training experience Key training


(Days) personnel
Training School 5 Identifying machine types. T-shirt Seetha
fabrication
RM 2 Raw material Storage Procedure, Nimal
Kanban process, Fabric Inspection (RM /FG Manger)
process,
PCU ½ Processes in production control unit Sameera
(PCU in charge)
CAD and cutting ½ Marker making, fabric spreading, Tharanka (Dept.
cutting, bundling Head)
Quality 1 Inspection procedure, role of QC Sameera
and In line checker, sampling plan (Quality Dpt Head)

Production 2 Sewing operation, line feeding Ruwan Pathirana


process, production plan, pick list, (production floor
preproduction meetings, pilot run, Manager)
bottle neck, line balancing, down time,
quality audits, packing
IE 2 Work study, Cell Balancing, Incentive Mahesh(HOD)
for girls
Planning 2 Overview of planning process, Arooran Sivaganam
Execution of plan (Planning Manager)
HR 1 Absenteeism, LTO process Satheesh
(HR & Admin
Manager)
Finished Goods ½ Finished Goods Handling process Amith (RM /FG
Manger)
Technical 1 Checking feeding procedure. Piratheep
( Dpt. head)
IE 3m0nths Cell balancing, Jamasumi Vijitharan.K
(Senior Executive)

MOS 1 Lean, QCO, Standard Chathura


(Deputy Manger
Lean Enterprise)

7
2.4 IE department
The goal of industrial engineering department is to design and improve performance in
products or systems by using resources efficiently. Industrial engineers are concerned
with efficiency, quality, productivity, manufacturability, environmental impact, cost-
effectiveness, timeliness, and customer and systems safety and customer satisfaction.

2.4.1 IE process for new style


Refer the loading Bring the relevant Create operation Request OB from
plan sample from breakdown sheet NIRMANA
Method study area

loading p

Make needle Make M/C Make layout for Compare 2 OB’s


requirement requirement agreed OB (mention and finalize
ISQ and CTQ)

Go to the MS area Get the Go to the needle Layout nomination


to handover m/c req confirmation to room and handover sheet meeting
and needle req needle req from MS needle sheet
champion

Nominate the TM Layout nomination Makes TM’s Nomination the


for layout sheet meeting training req sheet T/M for layout

Makes TM’s Training req and Request the stw Check the method
training requirement layout handover to from IE with STW and
sheet m/s operator evaluate eff% while
training

Changing the m/c Hand over m/c Makes feeding plan Predictability
layout layout to area YAMASUMI
mechanic

Fill the feeding plan Place the STW’s for On 2nd day get the Draw the
relevant operations cycle times YAMASUMI

Improve the bottle Draw the 5day get the cycle Do the rebalancing
necks YAMASUMI time

Figure 2.1
Structure of IE process

8
The above diagram is IE department process flow chart in the vaanavil. The flow chart
have value adding operation, necessary non-value adding operation, delay, transport,
storage.

2.4.2 Work study

Work study can be divided into two sections called Work measurement and Method
study.
Functions of Work measurement are setting targets, calculating cost, planning &
controlling production, implementing incentive schemes, and allocating manpower.
Method study includes, simplifying the task, eliminating unnecessary motion, reducing
inherent work content, and engineering the operation.

The ultimate objective of work study is to get the maximum utilization of


resources. The resources include; operators, machines, material and methods. In
Vaanavil, they get operation breakdown (OB) with SMV from Nirmana. But plant
executive also prepare the OB and compare with above, then made a line layout. Line
layout need to ensure the smooth flow and garment piece runs without any time delay.
And also arranging the machine layout and allocate the operators for each operation.
These are some requirements of person who work under industrial engineering
department Operation breakdown, Layout preparing, Calculating efficiency, General
sewing methods Identify seam types/stitches, Machine requirements, Study which
operation was done first, Line balancing

2.4.3 Process map for makes layout

Collect OB from Bring sample from Observe the sample Go to the module
sujeetha m/s area against OB

Calculate pieces for Open new layout Come to the IE Takes layout
100% efficiency sheet(line balance department nomination meeting
and UCL &LCL sheet)

Put the layout for Check the missing Verify from IE or


based on existing operation GL
skill and for actu

Figure 2.2
Structure of YAMASUMI process

9
CHAPTER 03
3.1 PROJECT 1 – INCREASE FACTORY EFFICIENCY (INTEGER
PROGRAMMING PROBLEM)
3.1.1 Introduction (mathematical model for bottle neck analysis)
The main objective of this project was to increase the efficiency of the entire factory. At
the time the current efficiency of the factory fluctuated around 45% to 55%. The
management declared that the efficiency should be increased up to 60%. The factory
had 72 modules (10 cells) running production lines and we had the freedom to select
one production line and continue my project. The study was carried in module 49.

3.1.2 Theory and Methodology


 100% target output = # of workers * 60*Working time(hrs)
SMV
 Efficiency of a particular line = (actual output / 100% target output)*100
Mathematical Model for Bottle Neck Analysis

Table 3.1
Operations VS cycle time of style (832554-Pant Style)
Operations Cycle time
Heat seal 0.89
Gusset attach 0.55
Back panel 0.46
Front panel 0.55
Leg 2.59
1st side seam 0.26
Waist 1.15
2nd side seam 0.38
Bar tag 0.29
Price tag 0.47
Examine 2.6
packing 2.4

10
According to the above table we can clearly observe that the cycle times of each
operation are different from one another. The maximum time consuming operation can
be considered as the bottle neck operation. Also if we consider the cycle time data as a
data set we have to reduce the variance of the data in order to get a smooth output.
We considered this problem as an Integer Programming Problem. We took the number
of workers allocated for each operation as integer variables in order to get a maximum
output.

Objective: -Minimizing the cycle time by allocating the workers optimally in order to
increase the output per hour.

Variables: -
1. Total number of girls in the line should be less than available number of girls.
2. Number of girls allocated for each operation should be integers.
3. Number of allocation of girls for each operation should be greater than 1.
We used Microsoft excel to formulate the mathematical model.
The following figure shows the mathematical model.

Before solving using excel solver

Figure 3.1
Mathematical model in excel

11
Figure 3.2
Solver view

After solving excel solver

Figure 3.3
Solution for the model

12
3.1.3. Conclusion:
At the very beginning the production executives assign only 12 girls for this line and at
that time their line efficiency is 42.09% only. After solving this integer programming
model I found, we can increase the line efficiency to 60.26 % when we assign 15 girls
for this line. Then they achieve their plan efficiency.

At the same time we know, we have to assign 2 girls for leg operation, for examine and
for packing. Then we can achieve the efficiency.

According to the solution that we obtained from the solver :


In MAS Active Vaanavil, there are 72 produciton lines. We can increase efficiency By
applying same model by chaing cycle time, for perticular pant style 832554 running
modules.

13
3.2 PROJECT–REDUCTION OF DEFECTS IN DEPARTMENT OF
EMBELLISHMENT PROCESS IN MAS ACTIVE VAANAVIL PVT LTD.
3.2 Company profile
Vaanavil is a new member of MAS Active division. It established in 2012 with two
modules. It is 100% dedicated for Nike. It manufactures sportswear apparels for export
to Nike. According to their plan, it will be the 2nd bigger Active plant in Sri Lanka and
has employee about 1700+ by reaching 96 modules. Currently Vaanavil has workforce
around 1500+ including staffs and direct labors and has 72 production modules. Now
Vaanavil factory got stabilized and gets more profit. But still has the intention to
increase the modules up to 96. The plant is on a single shift pattern and looks forward to
attracting team members from north province region.
3.2.1 INTRODUCTION TO PROJECT
3.2.1.1. Embellishment Process
The embellishment on fabric can be achieved through printing, tie-dye, batik, stencils,
lamination, bonding and dyeing (oladipo).

Figure 3.4
Embellishment process
MAS Active Vanavil pvt Ltd devours embellishment department that is accountable for
Printing of all type of fabrics. Since Nike produces orders to the MAS Active vaanavil
all garments contains NIKE print marks. There are different kinds of printings. Such as
pad printing, screen printing and so on. But the major amount produced from manual
power by means of screen printing. In the printing mechanism there are many customs
of creating defects on precise fabric. This defect can occur by handling issues, fabric
damages, and ink damages and so on. This project has been conceded to reduce defects
by utilizing resources and increasing the productivity of embellishment department.
Production delays can be monitored feasibly by releasing printout fabric in on time,.
There are major shipments delays occur due to the absenteeism of printout fabric in
production cell. FTT of productions determines QUALITY of outputs. To increase the
quality of production defect rate should be maintained in lower rate. Thus to increase

14
QUALITY, Defects should be examined in proper manner and defect clearing also done
in appropriate method.
3.2.1.2. Current Issue
The main objective of this project was to increase the efficiency of the entire factory. At
the time the current efficiency of the factory fluctuated around 45% to 55%. The
management declared that the efficiency should be increased up to 60%. To increase the
efficiency of MAS Active Vaanavil Embellishment process should run in efficient
routine. From total production 3.6% are identified rejects. In order to identify the rates
and major contribution of rejection are from stain mark .It is around 57.7% percentage
from total defects. By analyzing the rate of defects it varies from month to month.Total
identified defect rate is 4% from the whole production.
Table 3.2
Final Product Sorting Summary (July to November 2014)
September October November December
Total Defects 324 3160 1101 485
Total out Defects 3268 79905 40202 17009
Total Defect Percentage 9.91% 3.95% 2.74% 2.85%

Table 3.3
Defect Analysis- from 1st July to 17th November 2016
Defect Analysis Number of Pieces
Incorrect Colour 45
Incorrect Placement 19
Poor Coverage 202
Hand feel difference 26
Cracking 97
Unbalance 34
Wrong Grading 0
Stain 2918
Distress 13
Registration out 398
Smudge 4
Shrinkage 8
Print Stickiness 77
Wrong side print 15
Print hole 619
Shape out 266
Burn mark 38
Screen mark 85
Mesh mark 9
Peel off 80
Print reverse 56
Wrong Design 20
15
Bubbles 31
Slant 0
Emb.Missing 0
Total number of defects 5,070
Total number of reject % w.r.t defects 57.5%
Total number of reject % w.r.t total outputs 3.6%

3.2.1.3. Progressing Map of total view

Hand over the print


bundle to cutting section

Store the printed bundle


style wise

Q
Sent the print panel to U
wash test A Shrinkage,
LI cracking, Test,
T wash test
Y
Bulk print production
start Inline
checking

Print according to the


strike off

Pre-Arrange, arrange the table


according to the placement board

QUA
Input From Cutting
LITY
Request
Received paints screens, items
printing
placement board strike off 10 piece
from shadow line quality
approval
Cutting Plan
Week Plan
1ST piece color
approval
Figure 3.5
Progressing Map

16
3.2.1.4. Opportunity Statement
Reduce the compensations in Printing Process to enhance good quality of printed pieces
in embellishment process.

3.2.1.5. Objective/Goal
Reduce defects in printing by 2% in order to accomplish the satisfactory factory
efficiency.

3.2.1.6. Business Impact


 Saving Stain removing time to increase production in factory.
 Improve customer satisfaction by offering same quantity at reduced price
 Gain market share in low price market segment.

3.2.1.7. SIPOC Model-Process Map

Table 3.4
SIPOC Model-Process Map

Supplier Inputs Process Outputs Customer


Cutting Cut Panel Cutting Plan Factual Inplant sewers
Department Printed Panel

Pigment Cosmetics Pre-Arrange, Timely Service


Manufacturer arrange the table delivery receivers
Frames, according to the
emulsion, placement board
mesh and tips
Quality Inspection

Print according to
the strike off

Bulk print
production begin

panel to wash test

Quality Inspection

Loading into
Cutting Box

17
3.2.1.7. Business process map

Table 3.5
Business process map

Supplier Process Business Process Customer


Process
(internal)
CTS CTI CTP CTQ VOC
Cutting Cutting Cut pieces should be Raw cut pieces Right amended
Department pieces amended on “V” inspection cut pieces.
point
Cut marks should be
correctly evaluate

Quality QA QA instruction
assertion instructio should be followed.
department n
Dyes preparing Prepared Printing application Register the Correct mixture
section dyes dye with of dyes
correct mixture
Printing Cutting Printing dyes should Print Rightly printed
department inputs, be impenetrable migration, cut smithereens
dyes Print
unbalance,
Burn marks
Loading the Try to diminish Appropriately
printouts to trolleys damage burdened
smithereens outputs

3.2.1.8. Quality function deployment of workers who are connected with hazards

Table 3.5
Quality function deployment

Printing Section Catogory of affecting employees


- No Relationship employ pad
pad print
1-weak AD ees who printing printing
Rating machine
3-Medium employees mix the members employe
operator
5-Strong cheimca es
irritation due to inks 4 20 4 20 12 4
respiratory problems
due to get exposed to 3 9 15 15
chemical fume
irritation due to
3 9 15 9 3
exporture to chemicals
back and neck pain due
to improper height of 2 6 2 2 6
machine
exposure to chemical
3 15 3 15
vapour
35 43 46 32 28

18
3.2.1.9. Team Role matrix
Table 3.5
Team Role Matrix

Position Category Project Technical Role Team working


management Role
role
HOD Champion Resources person Project review, Team stimulus,
allocation Obstruction
removal
Senior Team Resource Person Support to motivation
Executive IE Leader analyze
Executive IE Team Data collection Process Simplification
Members stabilizing and conflict
exertions and resolving
Local action
Quality Team Data gathering Operational
Assurance members decision making
Production Recommending and project
Executive controls implementation
Mechanical Resource person
Technician
Staff Providing support Technical Enablement
members thoughts

3.2.1.9. Accomplishment plan for normalization of the Process

Table 3.5
Activity Plan

Activity Current Process Proposed Responsibilit


Process y
1 Checking weekly plan & Improper plan Reorder the Team leader
cutting plan management proper plan
2 Receipt paints, screen Adjournment in Deploy Production
placement boards, strike off preparation skilled Executive
from shadow line operator
3 Receipt cutting input from Improper Organize the Industrial
cutting table placement of proper Engineer
styles & placement
placement delays boards &
boxes
4 Prearrange, arrange the table Inform when there Keep 10 Production
according to placement is a problem minutes for Executive
board precise
preparation
5 Print according to strike off Checking the Strictly Quality leader
quality of 10 analyze the & Technician
pieces quality in
detailed

19
6 Bulk production begins Inline Quality Supervising Production
checking, to eradicate Executive
Shrinkage , sloppiness of
cracking test workers

7 Store style wise Circumstance Circumstance Team Leader


8 Loading to cutting Report send to Report send
department cutting table to cutting
Department
3.2.2. Measuring Stage

Figure 3.6
Relationship between inputs(X) to output(Y)
3.2.3. Analysis stage
Data collection-fabric printing operation
(Collected from Quality Department-Annex 1)
Predictive Statistics: Control charts for the identified critical issues
3.2.3.1. Pareto Analysis of defects

Figure 3.7
Pareto chart

20
3.2.3.2. Graphical representation in pie chart

Pie Chart of Defect Type


Category
(27)Stain
(34)Print hole
(29)Registration out
(35)Shape out
(22)Poor Coverage
(24)Cracking
(37)Screen mark
(39)Peel off
Other Defects

Figure 3.7
Pie chart for Defect Type

The figure portrays defective counts varies according to defect type. Major contribution
of defects respectively Stain mark, Print Hole, Registration Out, Shape out, Poor
coverage, Cranking, Screen mark and Peel off. The percentage wise description denoted
in above pareto chart of defect

Table 3.5
Defect Analysis with month (40)Print reverse
(37)Screen mark
(29)Registration

(35)Shape out
(34)Print hole

(24)Cracking

(20)Incorrect
(39)Peel off

Stickiness
Coverage
(27)Stain

(32)Print
(22)Poor
Defect Type

Color

Other
out

September 119 100 18 12 7 2 38 0 5 0 0 23


October 1761 385 307 191 93 82 31 63 49 25 37 146
November 674 124 55 32 102 13 16 17 0 31 0 37
December 364 10 18 31 0 0 0 0 23 0 8 11
Total 2918 619 398 266 202 97 85 80 77 56 45 217

The table shows the defect type varying with months. Highest count found in October
and lowest count found in December. Among the all months stain mark plays important
role in detection of defect.

21
3.2.4. Critical few

Based on Pareto analysis, out of 25 defects, following were screened out as critical
issues for further analysis
Table 3.6
Critical few Analyses

No of opportunities Selected opportunities


(20)Incorrect Colour (27)Stain
(21)Incorrect Placement (34)Print hole
(22)Poor Coverage (29)Registration out
(23)Hand feel difference (35)Shape out
(24)Cracking (22)Poor Coverage
(25)Unbalance (24)Cracking
(26)Wrong Grading (37)Screen mark
(27)Stain Screened (39)Peel off
through
(28)Distress Pareto
(29)Registration out analysis
(30)Smudge
(31)Shrinkage
(32)Print Stickiness
(33)Wrong side print
(34)Print hole
(35)Shape out
(36)Burn mark
(37)Screen mark
(38)Mesh mark
(39)Peel off
(40)Print reverse
(41)Wrong Design
(42)Bubbles
(43)Slant
(44)Emb.Missing

22
Stain mark Print Hole

Screen Mark Peel off

Shape Out
Registration out

Cracking

Figure 3.8
Defects

23
3.2.4.1. Correlation and p-values among Screened Defects

Table 3.7
Correlation Plot

(29)Registration Out

(22)Poor Coverage

(37)Screen Mark
(35)Shape Out
(34)Print Hole

(24)Cracking

(39)Peel Off
(27)Stain

(27)Stain 1
(34)Print Hole 0.14 1
(29)Registration
Out 0.202 0.123 1
(35)Shape Out 0.039 0.086 0.09 1
(22)Poor Coverage 0.033 -0.017 0.028 0.002 1
(24)Cracking -0.011 -0.028 0.031 -0.017 -0.006 1
(37)Screen Mark 0.045 0.086 -0.021 -0.015 -0.009 0.007 1
(39)Peel Off 0.069 -0.016 0.325 -0.002 -0.009 0.024 -0.008 1

Plot portrays correlation among the defects. Blue color indicates the positive correlation
and red color indicates the negative correlation. There is weak positive and negative
correlation can be observed within defectives categories. Overall summary emphasizes
they are uncorrelated.
Table 3.8
p-Value Chart
(37)Screen Mark
(29)Registration

(35)Shape Out
(34)Print Hole

(24)Cracking

(39)Peel Off
Coverage
(27)Stain

(22)Poor
Out

(27)Stain 1
(34)Print Hole 0.001 1
(29)Registration Out 0 0.004 1
(35)Shape Out 0.361 0.043 0.033 1
(22)Poor Coverage 0.439 0.694 0.511 0.962 1
(24)Cracking 0.804 0.511 0.46 0.684 0.878 1
(37)Screen Mark 0.289 0.041 0.62 0.721 0.823 0.87 1
(39)Peel Off 0.104 0.708 0 0.957 0.832 0.563 0.845 1

24
p-Value using Pearson correlation Indicates that the red color indicated defects are
significant and blue color indicated boxes are not significant. There are few
classifications uncorrelated because they are significant. But according to the study ost
categories are correlated
3.2.4.2. Tabulated Statistics: Shift (A/B) vs. Defects
Table 3.9

(29)Registration Out

(22)Poor Coverage

(37)Screen Mark
(35)Shape Out
(34)Print Hole

(24)Cracking

(39)Peel Off
(27)Stain

All
A 53.46% 65.91% 51.26% 72.93% 98.51% 65.98% 54.12% 36.25% 57.96%
B 46.54% 34.09% 48.74% 27.07% 1.49% 34.02% 45.88% 63.75% 42.04%
All 100% 100% 100% 100% 100% 100% 100% 100% 100%

Pearson Chi-Square = 227.018, DF = 7, P-Value = 0.000


Likelihood Ratio Chi-Square = 282.913, DF = 7, P-Value = 0.000
According to Pearson chisquare test p value is zero. So there is a significant difference
between shift and defect type. Shift determines defect also. Hence Shifts should be
correctly evaluated to abolish defects. Thus Shift A belongs to night time, proper
supervision should indeed.
3.2.4.3. Tabulated Statistics: Print Table No vs. Defect Type
Table 3.10

(27)Stain (34)Print_Hole (29)RegistrationOut (35)ShapeOut (22)PoorCoverage (24)Cracking (37)ScreenMark (39)Peel_Off All

1R 6.79% 14.05% 6.28% 16.92% 0.00% 21.65% 51.76% 12.50% 9.22%


3L 5.14% 5.33% 4.52% 5.64% 5.45% 2.06% 3.53% 0.00% 4.97%
2L 30.02% 32.63% 13.32% 4.51% 22.77% 27.84% 15.29% 13.75% 26.58%
5L 4.63% 2.91% 7.04% 25.19% 9.90% 21.65% 0.00% 7.50% 6.32%
2R 18.92% 9.05% 17.09% 18.42% 36.14% 12.37% 27.06% 0.00% 17.86%
1L 14.02% 12.92% 20.10% 13.91% 6.93% 13.40% 0.00% 61.25% 14.62%
4R 5.07% 5.65% 18.09% 4.89% 0.00% 0.00% 0.00% 0.00% 5.74%
4L 2.43% 6.95% 7.29% 0.00% 1.98% 1.03% 1.18% 0.00% 3.19%
5R 6.58% 7.75% 5.03% 0.00% 16.83% 0.00% 0.00% 1.25% 6.32%
3R 5.28% 2.75% 1.26% 6.02% 0.00% 0.00% 1.18% 3.75% 4.20%
MC 1.13% 0.00% 0.00% 4.51% 0.00% 0.00% 0.00% 0.00% 0.96%
All 100% 100% 100% 100% 100% 100% 100% 100% 100%

25
3.2.4.4. Tabulated Statistics: Style vs. Defect Type

Figure 3.9
Chart on Style vs. Defect Type
Row Indicates the Style and Column indicate the defect type. Defects high in style
number 832056.

Time Series Plot of No of defects


400

300
No of defects

200

100

4 8 12 16 20 24 28 32 36 40
Date

Figure 3.10
Time series Plot that varies with date

According to time series analysis which was carried out with time to the defects the
variation was smooth to the so rate of change almost same.

26
Time Series Plot of Output

5000

4000

3000
Output

2000

1000

0
4 8 12 16 20 24 28 32 36 40
Date

Figure 3.11
Time series Plot on defects that varies with date

There is a variation on output and date so according to loading plan it changes. So


loading plan determines the out of product.

3.2.5. Principal Component Analysis

Figure 3.12
Principal Component Analysis on Defects

This is the important part in my project, which is model prediction. According to eigen
values in principal component analysis we can fit 8 models. Among that one model is
best. The model is
Y=0.412X1+0.318X2+0.621X3+0.246X4+0.047X5+0.105X6+0.037X7+0.409X7+0.319X8

27
The Y value should be maintained in minimum level to achieve best solution to the
defect problem. When y value decreases automatically the quality of the output increase

Scree Plot of S, ..., Other_Defects

1.50

1.25
Eigenvalue

1.00

0.75

0.50
1 2 3 4 5 6 7 8 9
Component Number

Figure 3.13
Scree Plot

I used this graph to identify eigen values to predict the best model. The circle indicates
the selected eigen values.

Figure 3.14
Score Plot

This shows that data concentrated among zero. So fitted model on 1st principal analysis
is best.

28
Loading Plot of S, ..., Other_Defects
0.50 PH

SO
Other_Defects
SM
0.25

Second Component
C

0.00 PC

RO
-0.25

-0.50
PO

-0.75
0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7
First Component

Figure 3.15
Loading Plot of Defects

Biplot of S, ..., Other_Defects

SM PH
Other_Defects
SO
C
PC S
PORO
0
Second Component

-5

-10

-15
0 2 4 6 8 10 12 14
First Component

Figure 3.16
Biplot of Defects

These are also some elaborated description of principal component analysis. Every
component suggests that the 1st principal component is best.

3.2.6. Conclusion & Suggestion


Defect identification study is very much important study in improving production of the
organization. When decreasing defect rate the Quality of product increases. In my
education I identified STAIN MARK is the major defect. It’s about 58% from whole
defects and also I predicted best model for identifying Defect rate. The model identified
is
Y=0.412X1+0.318X2+0.621X3+0.246X4+0.047X5+0.105X6+0.037X7+0.409X7+0.319X8
This model will give a better solution for defect rate in near future.
.Type of shift determines the defective rate. Shift A creates more percentage of defects,
about 57.96%. In shift A, 98.51% defects are emerges from poor coverage. Since Shift
A and Shift B are significant there is difference in good quality production.

29
Subsequently there should uphold a proper balance within shifts to eliminate defects
completely. There should implement a defective control method in shift A. In shift B
peel off pays high defective rate about 63.75%.Highest percentage defects should
account underneath controller action.
Print Table Number 2L Produces high rate defect from all other printing tables, it is
about 26.58%. In this table Stain mark is shortcoming about 30.02% and 32.63% print
hole defect. The second priority of defective rate in table 2R, about 17.86% and other
respective printing tables’ defective rate are comparatively less. According to the
results it was suggested that major defective table 2L should monitored under a proper
supervisor to eliminate defect rate.
3.2.7. Improvement suggestions

Since defect rate is high due to stain marks. It is suggested the workers to wear gloves
to avoid paint plummet in fabric. It will contribute better results in improving Quality of
products. To monitor 2L and 2R table assign any special supervisor, who is in authority
for proper defective maintenance .After printing, printout fabric should be placed one
over another within a piece of paper. It will avoid stain mark of fresh print outs.
Organize the distinctive training program for workers to enhance the quality of printing
and make sure to confirm that they are well enough to adequate for printing process.
The loading plan is not a regular pattern.it should be regulated smoothly to achieve
abridged defectives. Shift times should be considered under deliberation.

3.2.8. Improvement Stage

Hazard WHO is at risk Controls


irritation due to AD employees Awareness on H&S practises
inks
respiratory employees who mix the use of fume resistant mask
problems due to chemicals
get exposed to
chemical fume
respiratory employees who use the pad use of fume resistant mask
problems due to printers
get exposed to
chemical fume
respiratory printing members use of chemical resistant mask
problems due to
get exposed to
chemical fume
respiratory printing members use of chemical resistant mask
problems due to
get exposed to

30
chemical fume
irritation due to pad printing employees using chemical gloves and
exposure to mask
chemicals
back and neck pad print machine operator ergonomics training
pain due to
improper height of
machine
exposure to printing employees using PPE ,training and
chemical vapour monitoring of chemical
handling
back and neck pad print machine operator ergonomics training
pain due to
improper height of
machine
exposure to printing employees using PPE ,training and
chemical vapour monitoring of chemical
handling

 Since STAIN Marks are too high, gloves introduction pay important role in
reduction in stain mark. From the survey carried out, the defects rate decreased
from 4% to 2%. The objective of the study has been achieved. The reduction
will promote the quality of fresh printout fabrics
 Since there is absence in proper supervision, a special supervisor has been
appointed, who is responsible for maintaining balance in quality and especially
responsible for high defect tables such as 2L and 2R. Every hourly supervision
has been monitored and printing tables are repainted and renewed.
 After the renovation and supervision the rate of 2L with 26.58% decreased to
11.82% and the 2R table’s total defect 17.86% decreased to 15.84%. This
reveals the major improvement in defect analysis. Other tables defect rate has
been gradually decreased. Supervisor caused a major contribution in reducing
defects.

Conclusion
The study was instigated to improve quality of printed garments by reducing the hazard
nature of workers. Overall study on printing process bequeathed a detailed structure and
explanation of strengthens and weakness of embellishment process. From identifying
weakness it paid a path to moral development in its internal structure. The task assigned
is critical to emphasize and implement. The goal achievement was great success in our
study because the total defects reduced to 2%. Through a step by step analysis guided to
identify the major defective categories and provide a way to find best solution to

31
overwhelmed and omit quality less printouts. Each and every practice was clearly
detailed and forfeited in production summary.

The study also aided to promote the safety of the organization. We provided remedies
and solutions to prevent the workers from chemicals and other defective aspects. Some
of crucial motivation provided to workers by assigning decent and special supervisor.
Overall production line reorganized and rescheduled. Virtuous Quality is the Sanskrit
.Good quality progressively upsurges profit and also saves time. By saving time it
stimulate and increases number of production per hour.

Not only organizational development, personal development remunerated an important


role. There are many category of working environment and people, who were
differently skilled. It was provided different type of experience and motivation by
working with those people

32
CHAPTER 04
4.1 CONCLUSION
It was a great opportunity to work in a competitive and diversified working
environment before the graduation. Invaluable support, encouragement, appreciation
and proper guidance from superior people motivated my overall skills and knowledge
and also enhanced the entire training period. As an undergraduate of B.Sc in Statistics
and Operation Research, I was lucky to be selected as a trainee in the MAS Active
Vaanavil Company. Through their unique sustainable developing approach, while
facing their competitors strongly it is reaching the top in business world. Especially I
should thanks for all employments and managements because they gave us a great
contribution to success my project. I worked together with more friendly situations. All
my team members gave their fully ability to success our project. I used my theoretical
and practical knowledge gained in university. They were fully satisfied about my
project. This project gave me a great contribution to improve my communicational
skills as well as knowledge. I could learn more things regarding garment production.

4.1.1 Knowledge learned during the training period


During my internship period in MAS Active Vaanavil, I got different experience. And
also I have learned new things day by day. The knowledge that I could gain in this plant
totally developed me as with the soft skills, hard skills and also mentality process. That
knowledge learned during training period I have listed as with the following manner.

 Increased interpersonal skills


At MAS Active Vaanavil, I got a chance to work as a team and able to communicate
with superiors and peers effectively. I firmly believed as a Management
undergraduate, it is very important to understand and know how deal with people in
the corporate world. Then I think I developed a good relationship with superiors at
MAS Active Vaanavil as an intern and also maintained strong relationship with
peers in our university and other universities undergraduates as well.

 Getting in to professional networks and developed my social network


Through getting in to professional networks, I was able to develop my
communications skills. And also I got a chance to communicate my values, ideas,
beliefs, opinions, needs and wants freely. I also realized that successful
communication is critical in the business world

33
Social network can be basically focuses on the team work skills that I have been
able to develop during the training. Most of the time during the training, I worked
with Mr. Vijitharan Kunasegaram (Internship Supervisor), Extension officers, staff
members etc. They guided me in every task what I did. Some of the task we perform
it together.

 Personality Development
I was able to develop my personality in various aspects such as, improved self-
confidence, improve self-efficacy and adaptability throughout the period 450
hours.
 Improvement of self-efficacy
This has affect my behavior by determining the beliefs in myself that holds
regarding to my power to affect situations, it strongly influences both the power I
actually have to face challenges competently and the choices I have to make most
likely. These effects are particularly apparent, and compelling.
 Adaptability
I was able to develop adaptability skills by effectively managing changing
environments in the organization, maintaining effectiveness when dealing with
multiple and conflicting priorities across different situations such as when doing
presentations, preparing assignments and facing to interviews.
 Change in attitudes
At the end of my industrial training I was able to change my attitudes in several
aspects. Those attitude changes can be implemented in near future through that I can
reshape my future career. Some of the attitude change is as follows.
Decision making process is a moment-by-moment decision that doesn't
happen overnight. It's a habit that will take some time to build. Think
uplifting thoughts instead of discouraging. I have got to decide what I
think, which in turn determines how I feel. Try to build up positive ideas
throughout the day.
 New skills learnt
I haven’t any working experience before joining with MAS Active Vaanavil.
Because of that I have learnt various new skills from this training and my
experience at MAS Active Vaanavil exceeds my expectations as well. The
following are the new skills that I have gained from the training.
 Adaptability of new people.

34
 New Language understandable (Sinhala)
 Flexibility to new task assignments
 Can understand any garments operations as well as operations
breakdown.
 Learned the need of 100% quality of any product.
 Computer Knowledge- our job role mostly involve with the computer
system. Therefore I have learned lot of new knowledge in the
computerized system.

These are the things which I have learned during my internship period. I think I’m so
lucky to get selected to Vaanavil and work with the friendly people there.

4.3 Weakness or Problems

Time is an important factor for fresher like us to adopt the new environment; it was
difficult to manage with the time to complete the job requirement and tasks and to learn.
Due to the failure of preparing the structured methodology for this training, it is difficult
to set the target of which have to achieve. The difficulties in learning all aspects of my
training program, I understood that the time factor influences the key role in this kind of
internship program. Weaknesses may not make the things wrong always. Because those
can be consider as a challenge or opportunity. So followings are the things that we
noticed as weaknesses. Machine scheduling solution was impractical to apply to the
situation, because of the due dates and importance of the jobs.

 To control the damages, training programs are important for the outsource
employers.
 Processes are not followed properly.
 Higher rate of absenteeism and LTO.
 Production executives do not doing their work properly.

35
Reference

https://www.google.lk/search?q=mas+active+vaanavil&biw accessed on 18/11/2016


https://www.google.lk/#q=mas+holdings accessed on 10/11/2016
https://en.wikipedia.org/wiki/MAS_Holdings accessed on 15/10/2016
http://en.wikipedia.org/wiki/Apparel_industry_of_Sri_Lanka accessed on 15/10/2016
Reducing Defects originated from Glazing & pinrting Prpcess
Kulasooriya, D. M. A. and Nihal Kumarasinghe, K K A (2015) Application of Six
Sigma Methodology in Glazing and Printing Processes: The Case of Lanka Wall Tiles
PLC, NSBM Journal Management, 2 (1): 126-154
Improving line set up of New style,

Appendices

(21)Incorrect Placement

(23)Hand feel difference


(20)Incorrect Colour

(33)Wrong side print


(29)Registration out
(26)Wrong Grading

Checked good qty


(32)Print Stickiness
(22)Poor Coverage

(41)Wrong Design
(40)Print reverse

(44)Emb.Missing
(37)Screen mark
(38)Mesh mark
(36)Burn mark
Print Table No

(25)Unbalance

(31)Shrinkage

(35)Shape out
(34)Print hole
(24)Cracking

Defects Qty
(28)Distress

(30)Smudge

(42)Bubbles
(39)Peel off
Shift (A/B)

(27)Stain

(43)Slant

Output
Month

Week

Style
Date

CW

SEPTEMBER Week 39 28/09/2016 A 822934 010 20 76 56 20


SEPTEMBER Week 39 28/09/2016 A 1R 832056 808 20 20 0
SEPTEMBER Week 39 28/09/2016 A 1R 837991 372 51 51 0
SEPTEMBER Week 39 28/09/2016 A 1R 837991 38 6 6 0
SEPTEMBER Week 39 28/09/2016 A 3L 830588 11 6 6 0
SEPTEMBER Week 39 28/09/2016 A 3L 830588 613 3 14 11 3
SEPTEMBER Week 39 28/09/2016 A 3L 830589 677 12 12 0
SEPTEMBER Week 39 28/09/2016 A 3L 830589 010 65 65 0
SEPTEMBER Week 39 28/09/2016 A 2L 849987 100 7 2 4 47 34 13
SEPTEMBER Week 39 28/09/2016 A 2L 849987 100 7 10 43 26 17
SEPTEMBER Week 39 28/09/2016 A 2L 849987 010 5 5 99 89 10
SEPTEMBER Week 39 28/09/2016 A 2L 849987 010 5 3 8 44 28 16
SEPTEMBER Week 39 28/09/2016 A 2L 849987 100 10 21 26 -5 31
SEPTEMBER Week 39 28/09/2016 A 2L 849987 010 4 24 91 63 28
SEPTEMBER Week 39 28/09/2016 A 5L 830442 010 1 7 52 44 8
SEPTEMBER Week 39 29/09/2016 A 5L 830442 10 2 9 168 157 11
SEPTEMBER Week 39 29/09/2016 A 2R 849987 100 59 59 0
SEPTEMBER Week 39 29/09/2016 A 2L 849987 10 8 8 12 32 4 28
SEPTEMBER Week 39 29/09/2016 A 2L 849987 100 5 115 110 5
SEPTEMBER Week 39 29/09/2016 A 3L 634676 100 769 769 0
SEPTEMBER Week 39 29/09/2016 A 1L 837992 100 14 14 0
SEPTEMBER Week 39 29/09/2016 A 1R 832056 100 120 120 0
SEPTEMBER Week 39 30/09/2016 A 1R 832056 100 25 239 214 25
SEPTEMBER Week 39 30/09/2016 A 3L 776508 91 2 10 14 330 304 26
SEPTEMBER Week 39 30/09/2016 A 2L 849987 100 56 20 519 443 76
SEPTEMBER Week 39 30/09/2016 A 4R 852705 10 119 119 0
SEPTEMBER Week 39 30/09/2016 A 4R 830442 10 60 60 0
SEPTEMBER Week 39 30/09/2016 A 5L 830442 10 5 2 60 53 7
SEPTEMBER Week 39 30/09/2016 A 1R 803008 10 12 12 0
0 0 7 5 2 0 0 119 2 18 0 0 5 0 100 12 9 38 0 0 0 0 7 0 0 3268 2944 324

36
(21)Incorrect Placement

(23)Hand feel difference


(20)Incorrect Colour

(33)Wrong side print


(29)Registration out
(26)Wrong Grading

Checked good qty


(32)Print Stickiness
(22)Poor Coverage

(41)Wrong Design
(40)Print reverse

(44)Emb.Missing
(37)Screen mark
(38)Mesh mark
(36)Burn mark
Print Table No

(25)Unbalance

(31)Shrinkage

(35)Shape out
(34)Print hole
(24)Cracking

Defects Qty
(28)Distress

(30)Smudge

(42)Bubbles
(39)Peel off
Shift (A/B)

Enline FTT
(27)Stain

(43)Slant

Output
Month

Week

Style
Date

CW
NOVEMBER Week 43 01/11/2016 A 1L 830389 100 16 114 98 16 86.0%
NOVEMBER Week 43 01/11/2016 A 5L 822941 10 3 474 471 3 99.4%
NOVEMBER Week 43 01/11/2016 A 4R 832056 808 4 59 55 4 93.2%
NOVEMBER Week 43 01/11/2016 A 1L 832056 10 10 70 60 10 85.7%
NOVEMBER Week 43 01/11/2016 A 3R 822934 10 3 504 501 3 99.4%
NOVEMBER Week 43 02/11/2016 A 3R 389284 101 1 1 3 480 475 5 99.0%
NOVEMBER Week 43 02/11/2016 A 5R 689284 101 25 18 430 387 43 90.0%
NOVEMBER Week 43 02/11/2016 A 2R 830390 100 5 26 17 489 441 48 90.2%
NOVEMBER Week 43 02/11/2016 A 5R 689284 101 13 13 522 496 26 95.0%
NOVEMBER Week 43 02/11/2016 A 3R 822941 10 5 32 27 5 84.4%
NOVEMBER Week 43 02/11/2016 A 1L 832056 808 11 1 237 225 12 94.9%
NOVEMBER Week 43 02/11/2016 A 4R 832056 808 8 12 298 278 20 93.3%
NOVEMBER Week 43 02/11/2016 B 1L 832056 808 12 460 448 12 97.4%
NOVEMBER Week 43 03/11/2016 A 3L 830588 464 2 3 573 568 5 99.1%
NOVEMBER Week 43 03/11/2016 B 830389 100 10 15 131 106 25 80.9%
NOVEMBER Week 43 03/11/2016 B 830389 100 5 60 55 5 91.7%
NOVEMBER Week 43 03/11/2016 B 3L 803009 10 8 644 636 8 98.8%
NOVEMBER Week 43 03/11/2016 A 3L 803002 10 2 344 342 2 99.4%
NOVEMBER Week 43 04/11/2016 A 5L 389284 10 1 11 70 58 12 82.9%
NOVEMBER Week 43 04/11/2016 A 830389 10 8 112 104 8 92.9%
NOVEMBER Week 43 04/11/2016 A 3R 803002 10 1 383 382 1 99.7%
NOVEMBER Week 43 04/11/2016 A 3L 803008 10 1 228 227 1 99.6%
NOVEMBER Week 43 04/11/2016 A 2L 849987 100 56 298 242 56 81.2%
NOVEMBER Week 43 04/11/2016 B 3L 803002 10 2 601 599 2 99.7%
NOVEMBER Week 43 04/11/2016 B 1L 830389 100 2 59 57 2 96.6%
NOVEMBER Week 43 04/11/2016 B 2L 849987 100 5 120 115 5 95.8%
NOVEMBER Week 43 04/11/2016 B 4L 849987 100 2 119 117 2 98.3%
NOVEMBER Week 43 04/11/2016 B 1L 852705 10 17 166 149 17 89.8%
NOVEMBER Week 43 04/11/2016 B 4L 830389 100 8 60 52 8 86.7%
NOVEMBER Week 43 09/11/2016 A 3L 830588 10 2 11 1 145 131 14 90.3%
NOVEMBER Week 43 09/11/2016 A 1R 852706 10 2 179 177 2 98.9%
NOVEMBER Week 43 09/11/2016 B 2R 830390 100 9 4 72 59 13 81.9%
NOVEMBER Week 43 09/11/2016 A 4R 803002 10 13 90 77 13 85.6%
NOVEMBER Week 43 09/11/2016 A 1R 830390 100 4 27 23 4 85.2%
NOVEMBER Week 43 11/11/2016 A 2R 832056 808 68 9 2 299 220 79 73.6%
NOVEMBER Week 43 11/11/2016 A 5L 830588 10 4 4 453 445 8 98.2%
NOVEMBER Week 43 11/11/2016 A 4R 803002 10 1 4 464 459 5 98.9%
NOVEMBER Week 43 11/11/2016 B 2L 832056 80 30 300 270 30 90.0%
NOVEMBER Week 43 11/11/2016 B 2R 852057 10 7 352 345 7 98.0%
NOVEMBER Week 43 11/11/2016 B 3R 803003 355 28 151 123 28 81.5%
NOVEMBER Week 46 12/11/2016 A 3L 830588 10 1 171 170 1 99.4%
NOVEMBER Week 46 12/11/2016 B 2L 830588 10 2 239 237 2 99.2%
NOVEMBER Week 46 12/11/2016 B 2L 832056 808 23 120 97 23 80.8%
NOVEMBER Week 43 14/11/2016 B 5R 830389 100 5 320 315 5 98.4%
NOVEMBER Week 47 15/11/2016 A 4L 832056 808 4 12 15 300 269 31 89.7%
NOVEMBER Week 47 15/11/2016 A 2L 832056 808 30 2 6 360 322 38 89.4%
NOVEMBER Week 47 15/11/2016 A 1L 832056 10 7 298 291 7 97.7%
NOVEMBER Week 47 15/11/2016 A 3R 822934 10 30 273 243 30 89.0%
NOVEMBER Week 47 15/11/2016 B 2L 832056 808 15 60 45 15 75.0%
NOVEMBER Week 47 15/11/2016 B 2R 832056 10 4 1 6 214 203 11 94.9%
NOVEMBER Week 47 15/11/2016 B 4R 832057 367 7 211 204 7 96.7%
NOVEMBER Week 47 15/11/2016 B 2R 832056 10 3 60 57 3 95.0%
NOVEMBER Week 47 15/11/2016 B 2R 832056 808 21 180 159 21 88.3%
NOVEMBER Week 47 15/11/2016 A 1R 832056 10 5 180 175 5 97.2%
NOVEMBER Week 47 15/11/2016 B 1L 832056 808 18 118 100 18 84.7%
NOVEMBER Week 47 16/11/2016 B 2L 832056 10 2 2 2 296 290 6 98.0%
NOVEMBER Week 47 16/11/2016 A 4R 822942 10 11 4 1 215 199 16 92.6%
NOVEMBER Week 47 16/11/2016 A 2L 832056 808 37 9 180 134 46 74.4%
NOVEMBER Week 47 16/11/2016 A 2R 832056 808 9 238 229 9 96.2%
NOVEMBER Week 47 16/11/2016 A 3R 803009 10 28 447 419 28 93.7%
NOVEMBER Week 47 16/11/2016 B 1R 832056 808 13 30 14 245 188 57 76.7%
NOVEMBER Week 47 16/11/2016 B 2L 839913 10 4 28 300 268 32 89.3%
NOVEMBER Week 47 17/11/2016 A 5L 830588 10 1 72 71 1 98.6%
NOVEMBER Week 47 17/11/2016 A 5R 689284 101 10 180 170 10 94.4%
NOVEMBER Week 47 17/11/2016 A 1R 832056 808 8 12 229 209 20 91.3%
NOVEMBER Week 47 17/11/2016 A 3L 803009 10 13 566 553 13 97.7%
NOVEMBER Week 47 17/11/2016 A 4R 803009 10 30 240 210 30 87.5%
NOVEMBER Week 47 17/11/2016 A 2L 839913 10 3 6 120 111 9 92.5%
NOVEMBER Week 47 17/11/2016 B 1L 832057 10 2 85 83 2 97.6%
NOVEMBER Week 47 17/11/2016 B 1L 832056 808 21 87 66 21 75.9%
NOVEMBER Week 47 17/11/2016 B 2R 830588 10 4 188 184 4 97.9%
NOVEMBER Week 47 17/11/2016 B 3L 839913 10 1 179 178 1 99.4%
NOVEMBER Week 47 17/11/2016 B 5R 832056 10 5 33 28 5 84.8%
NOVEMBER Week 47 17/11/2016 B 5R 689284 101 5 360 355 5 98.6%
0 4 102 18 13 5 0 674 0 55 1 2 0 0 124 32 1 16 6 17 31 0 0 0 0 40202 39101 1101 16396%

37
(21)Incorrect Placement

(23)Hand feel difference


(20)Incorrect Colour

(33)Wrong side print


(29)Registration out
(26)Wrong Grading

Checked good qty


(32)Print Stickiness
(22)Poor Coverage

(41)Wrong Design
(40)Print reverse

(44)Emb.Missing
(37)Screen mark
(38)Mesh mark
(36)Burn mark
Print Table No

(25)Unbalance

(31)Shrinkage

(35)Shape out
(34)Print hole
(24)Cracking

Defects Qty
(28)Distress

(30)Smudge

(42)Bubbles
(39)Peel off
Shift (A/B)

Enline FTT
(27)Stain

(43)Slant

Output
Month

STYLE
Week

Style
Date

CW
DECEMBER Week 50 09/12/2016 A 2R 898108 65 3 58 55 3 94.8% 898110
DECEMBER Week 50 09/12/2016 A 2R 898108 10 90 90 0 100.0% 898110
DECEMBER Week 50 09/12/2016 A 4R 898110 65 288 288 0 100.0% 898108
DECEMBER Week 50 09/12/2016 A 4L 832056 367 6 180 174 6 96.7% 839918
DECEMBER Week 50 09/12/2016 A 2R 830588 10 10 5 60 45 15 75.0% 832056
DECEMBER Week 50 09/12/2016 A 2R 832056 808 7 420 413 7 98.3%
DECEMBER Week 50 09/12/2016 A 5L 898110 65 288 288 0 100.0%
DECEMBER Week 50 09/12/2016 A 5R 898110 65 275 275 0 100.0%
DECEMBER Week 50 09/12/2016 A 3L 830588 10 420 420 0 100.0%
DECEMBER Week 50 09/12/2016 A 3R 839918 10 18 360 342 18 95.0%
DECEMBER Week 50 09/12/2016 A MC 832056 10 7 411 404 7 98.3%
DECEMBER Week 50 09/12/2016 B 2L 832057 808 3 2 293 293 0 100.0%
DECEMBER Week 50 09/12/2016 B MC 832056 10 285 280 5 98.2%
DECEMBER Week 50 09/12/2016 B 4L 898110 457 275 275 0 100.0%
DECEMBER Week 50 09/12/2016 B 4L 832056 808 118 118 0 100.0%
DECEMBER Week 50 09/12/2016 B 3L 839918 10 300 300 0 100.0%
DECEMBER Week 50 09/12/2016 B 5R 898110 65 312 312 0 100.0%
DECEMBER Week 50 09/12/2016 B 5L 898110 451 300 300 0 100.0%
DECEMBER Week 50 09/12/2016 B 1L 832056 808 48 160 112 48 70.0%
DECEMBER Week 50 10/12/2016 A 3L 839918 10 282 282 0 100.0% 898110
DECEMBER Week 50 10/12/2016 A MC 832057 10 11 348 337 11 96.8% 898110
DECEMBER Week 50 10/12/2016 A 5R 898110 451 65 65 0 100.0% 832056
DECEMBER Week 50 10/12/2016 A 5R 898110 65 90 90 0 100.0% 832056
DECEMBER Week 50 10/12/2016 A 5R 898110 10 89 89 0 100.0% 839918
DECEMBER Week 50 10/12/2016 A 5R 898108 10 180 180 0 100.0% 898108
DECEMBER Week 50 10/12/2016 A 1R 830588 10 420 420 0 100.0%
DECEMBER Week 50 10/12/2016 A 3L 830588 10 7 420 413 7 98.3%
DECEMBER Week 50 10/12/2016 A 1R 898108 10 3 271 268 3 98.9%
DECEMBER Week 50 10/12/2016 A 5R 898110 451 290 290 0 100.0%
DECEMBER Week 50 10/12/2016 A 4L 832056 10 114 114 0 100.0%
DECEMBER Week 50 10/12/2016 B 4L 832057 10 300 300 0 100.0%
DECEMBER Week 50 10/12/2016 B 4L 898110 451 279 279 0 100.0%
DECEMBER Week 50 10/12/2016 B 2R 832056 808 353 353 0 100.0%
DECEMBER Week 50 10/12/2016 B MC 832057 10 5 90 85 5 94.4%
DECEMBER Week 50 10/12/2016 B 1L 898108 65 242 242 0 100.0%
DECEMBER Week 50 10/12/2016 B 1L 832056 10 597 597 0 100.0%
DECEMBER Week 50 10/12/2016 B 5R 898110 65 343 343 0 100.0%
DECEMBER Week 50 10/12/2016 B 5L 898110 451 308 308 0 100.0%
DECEMBER Week 51 14/12/2016 A 3L 832056 367 8 5 209 196 13 93.8% 898110
DECEMBER Week 51 14/12/2016 A 5R 898108 10 1 260 240 20 92.3% 832056
DECEMBER Week 51 14/12/2016 A 3L 830588 10 262 261 1 99.6% 822941
DECEMBER Week 51 14/12/2016 A 4R 832056 367 480 480 0 100.0% 832057
DECEMBER Week 51 14/12/2016 A 4L 832056 367 13 330 317 13 96.1% 898108
DECEMBER Week 51 14/12/2016 A 2R 832057 10 4 103 99 4 96.1% 839918
DECEMBER Week 51 14/12/2016 A 2R 832056 367 1 24 210 185 25 88.1% 832056
DECEMBER Week 51 14/12/2016 B 1L 898108 10 6 6 114 102 12 89.5% 898110
DECEMBER Week 51 14/12/2016 B 1L 832056 808 9 60 51 9 85.0%
DECEMBER Week 51 14/12/2016 B MC 832057 852 115 115 0 100.0%
DECEMBER Week 51 14/12/2016 B 5L 898110 451 4 2 250 244 6 97.6%
DECEMBER Week 51 14/12/2016 B 5R 898108 10 240 240 0 100.0%
DECEMBER Week 51 14/12/2016 B 2L 822941 10 270 270 0 100.0%
DECEMBER Week 51 14/12/2016 B 3L 839918 10 120 120 0 100.0%
DECEMBER Week 51 15/12/2016 A MC 832056 808 3 23 12 232 194 38 83.6% 839918
DECEMBER Week 51 15/12/2016 A 5L 898108 10 240 240 0 100.0% 898108
DECEMBER Week 51 15/12/2016 A 3L 839918 10 55 10 612 547 65 89.4% 832056
DECEMBER Week 51 15/12/2016 A 3R 832056 367 9 68 59 9 86.8% 832056
DECEMBER Week 51 15/12/2016 A 3R 832056 100 13 148 135 13 91.2% 898110
DECEMBER Week 51 15/12/2016 A 3R 832057 10 109 109 0 100.0%
DECEMBER Week 51 15/12/2016 A 1L 898108 10 2 10 180 168 12 93.3%
DECEMBER Week 51 15/12/2016 A 5R 898108 10 5 179 174 5 97.2%
DECEMBER Week 51 15/12/2016 B 1L 839918 10 66 4 575 505 70 87.8%
DECEMBER Week 51 15/12/2016 B MC 832056 808 7 121 114 7 94.2%
DECEMBER Week 51 15/12/2016 B 2R 832056 10 357 357 0 100.0%
DECEMBER Week 51 15/12/2016 B 5L 898110 10 1 189 188 1 99.5%
DECEMBER Week 51 15/12/2016 B 4R 832056 10 240 240 0 100.0%
DECEMBER Week 51 15/12/2016 B 5L 898110 10 3 5 184 176 8 95.7%
DECEMBER Week 51 15/12/2016 B 5R 898110 10 2 190 188 2 98.9%
DECEMBER Week 51 15/12/2016 B 1L 898108 10 2 178 176 2 98.9%
DECEMBER Week 51 15/12/2016 B 1L 832056 10 15 210 195 15 92.9%
8 3 0 0 0 1 0 364 0 18 0 0 23 0 10 31 7 0 0 0 0 0 0 0 0 17009 16524 485 66.62297521 20718264

38
(21)Incorrect Placement

(23)Hand feel difference

Checked good qty


(20)Incorrect Colour

(33)Wrong side print


(29)Registration out
Print Table No

(26)Wrong Grading

(32)Print Stickiness
(22)Poor Coverage

Defects Qty
(41)Wrong Design
Shift (A/B)

Enline FTT
(40)Print reverse

(44)Emb.Missing
(37)Screen mark

Output
Month

Week

(38)Mesh mark
Style

(36)Burn mark
Date

CW

(25)Unbalance

(31)Shrinkage

(35)Shape out
(34)Print hole
(24)Cracking

(28)Distress

(30)Smudge

(42)Bubbles
(39)Peel off
(27)Stain

(43)Slant
OCTOBER Week 39 01/10/2016 B 1L 832056 808 1 136 135 1 99.3%
OCTOBER Week 39 01/10/2016 B 4L 852705 10 149 149 0 100.0%
OCTOBER Week 39 01/10/2016 B 3L 836437 480 180 180 0 100.0%
OCTOBER Week 39 01/10/2016 B 3L 634676 100 114 114 0 100.0%
OCTOBER Week 39 01/10/2016 B 3L 776508 91 2 1 124 121 3 97.6%
OCTOBER Week 39 01/10/2016 A 4L 852705 10 6 6 0 100.0%
OCTOBER Week 39 01/10/2016 A 4L 852705 10 57 57 0 100.0%
OCTOBER Week 39 01/10/2016 B 2L 849987 10 210 210 0 100.0%
OCTOBER Week 39 01/10/2016 B 4L 852705 10 1 119 118 1 99.2%
OCTOBER Week 39 03/10/2016 A 1L 838054 10 5 5 0 100.0%
OCTOBER Week 39 03/10/2016 A 1L 836435 657 44 44 0 100.0%
OCTOBER Week 39 03/10/2016 A 1L 836437 100 41 41 0 100.0%
OCTOBER Week 39 03/10/2016 A 4R 836437 657 1 180 179 1 99.4%
OCTOBER Week 39 03/10/2016 A 5R 830442 10 60 60 0 100.0%
OCTOBER Week 39 03/10/2016 A 1L 832056 11 4 1 1 40 34 6 85.0%
OCTOBER Week 39 03/10/2016 A 1R 832056 10 33 6 2 226 185 41 81.9%
OCTOBER Week 39 03/10/2016 A 1L 832056 10 1 59 58 1 98.3%
OCTOBER Week 39 03/10/2016 A 2L 849987 100 25 9 1 240 205 35 85.4%
OCTOBER Week 39 03/10/2016 A 3R 830588 430 13 56 43 13 76.8%
OCTOBER Week 39 03/10/2016 A 3R 836437 480 173 173 0 100.0%
OCTOBER Week 39 03/10/2016 A 3R 836437 100 10 239 229 10 95.8%
OCTOBER Week 39 03/10/2016 A 3R 836437 480 4 3 1 38 30 8 78.9%
OCTOBER Week 39 03/10/2016 B 3L 830589 430 1 1 15 13 2 86.7%
OCTOBER Week 39 03/10/2016 B 3L 776508 91 1 228 227 1 99.6%
OCTOBER Week 39 03/10/2016 B 1R 832056 10 16 103 87 16 84.5%
OCTOBER Week 39 03/10/2016 B 1R 832056 11 83 83 0 100.0%
OCTOBER Week 39 03/10/2016 B 1R 832056 446 156 156 0 100.0%
OCTOBER Week 39 03/10/2016 B 1L 832056 10 5 419 414 5 98.8%
OCTOBER Week 39 03/10/2016 B 4L 836437 657 408 408 0 100.0%
OCTOBER Week 39 03/10/2016 B 4L 832056 808 221 221 0 100.0%
OCTOBER Week 39 03/10/2016 B 3L 849987 100 15 235 220 15 93.6%
OCTOBER Week 39 03/10/2016 B 3R 836437 657 306 306 0 100.0%
OCTOBER Week 39 04/10/2016 A 3L 776508 91 88 88 0 100.0%
OCTOBER Week 39 04/10/2016 A 1R 832056 10 12 1 16 299 270 29 90.3%
OCTOBER Week 39 04/10/2016 A 1R 832056 10 6 180 174 6 96.7%
OCTOBER Week 39 04/10/2016 A 4L 832056 10 10 300 290 10 96.7%
OCTOBER Week 39 04/10/2016 A 4R 832056 10 54 31 20 18 10 300 300 0 100.0%
OCTOBER Week 39 04/10/2016 A 2L 849987 100 318 185 133 58.2%
OCTOBER Week 39 04/10/2016 B 4R 832056 10 4 4 0 100.0%
OCTOBER Week 39 04/10/2016 B 4R 832056 100 9 138 129 9 93.5%
OCTOBER Week 39 04/10/2016 B 4L 836437 480 366 366 0 100.0%
OCTOBER Week 39 04/10/2016 B 4R 836437 100 1 23 22 1 95.7%
OCTOBER Week 39 04/10/2016 B 3L 834594 100 9 9 0 100.0%
OCTOBER Week 39 04/10/2016 B 3L 834594 10 1 54 53 1 98.1%
OCTOBER Week 39 04/10/2016 B 1R 832056 100 2 187 185 2 98.9%
OCTOBER Week 39 04/10/2016 B 1L 832056 100 17 30 31 255 177 78 69.4%
OCTOBER Week 39 04/10/2016 B 1R 832056 100 21 180 159 21 88.3%
OCTOBER Week 39 04/10/2016 B 2L 849987 100 11 358 347 11 96.9%
OCTOBER Week 39 04/10/2016 B 2R 849987 100 76 251 175 76 69.7%
OCTOBER Week 39 05/10/2016 A 5R 830442 10 8 54 46 8 85.2%
OCTOBER Week 39 05/10/2016 A 5L 832056 10 358 358 0 100.0%
OCTOBER Week 39 05/10/2016 A 4L 832056 10 1 304 303 1 99.7%
OCTOBER Week 39 05/10/2016 A 1R 832056 10 449 449 0 100.0%
OCTOBER Week 39 05/10/2016 A 1L 832056 10 5 240 235 5 97.9%
OCTOBER Week 39 05/10/2016 A 3R 836437 100 6 354 348 6 98.3%
OCTOBER Week 39 05/10/2016 A 1R 849987 100 2 23 24 118 69 49 58.5%
OCTOBER Week 39 05/10/2016 A 4R 836437 100 11 4 248 233 15 94.0%
OCTOBER Week 39 05/10/2016 B 5L 837992 423 1 6 52 45 7 86.5%
OCTOBER Week 39 05/10/2016 B 1R 832056 100 220 220 0 100.0%
OCTOBER Week 39 05/10/2016 B 1R 832056 10 367 367 0 100.0%
OCTOBER Week 39 05/10/2016 B 1L 832056 100 14 94 80 14 85.1%
OCTOBER Week 39 05/10/2016 B 1L 832056 10 364 364 0 100.0%
OCTOBER Week 39 05/10/2016 B 2R 849987 100 40 239 199 40 83.3%
OCTOBER Week 39 05/10/2016 B 4R 832056 10 8 310 302 8 97.4%
OCTOBER Week 39 05/10/2016 B 2L 849987 100 3 9 7 356 337 19 94.7%
OCTOBER Week 39 05/10/2016 B 4L 836437 10 477 477 0 100.0%
OCTOBER Week 39 06/10/2016 B 4L 836437 10 488 488 0 100.0%
OCTOBER Week 39 06/10/2016 B 2L 849987 100 4 418 414 4 99.0%
OCTOBER Week 39 06/10/2016 B 2R 849987 100 27 23 230 180 50 78.3%
OCTOBER Week 39 06/10/2016 B 3L 836437 10 254 254 0 100.0%
OCTOBER Week 39 06/10/2016 B 3L 836437 100 249 249 0 100.0%
OCTOBER Week 39 06/10/2016 B 5L 830442 10 239 239 0 100.0%
OCTOBER Week 39 06/10/2016 B 5L 830442 10 240 240 0 100.0%
OCTOBER Week 39 06/10/2016 B 4L 837992 425 1 34 33 1 97.1%
OCTOBER Week 39 06/10/2016 B 4L 837992 372 134 134 0 100.0%
OCTOBER Week 39 06/10/2016 B 4L 837992 10 17 17 0 100.0%
OCTOBER Week 39 06/10/2016 A 2L 849987 100 3 36 3 2 134 90 44 67.2%
OCTOBER Week 39 06/10/2016 A 5L 830442 10 1 12 23 10 134 88 46 65.7%
OCTOBER Week 39 06/10/2016 A 1R 832056 10 3 4 8 436 421 15 96.6%
OCTOBER Week 39 06/10/2016 A 3L 776508 91 1 1 3 196 191 5 97.4%
OCTOBER Week 39 06/10/2016 A 3R 836437 100 6 308 302 6 98.1%
OCTOBER Week 39 07/10/2016 A 3L 776508 91 119 119 0 100.0%
OCTOBER Week 39 07/10/2016 A 3R 836431 100 1 420 419 1 99.8%
OCTOBER Week 39 07/10/2016 A 2L 849987 100 16 9 1 217 191 26 88.0%
OCTOBER Week 39 07/10/2016 A 4R 836437 100 191 191 0 100.0%
OCTOBER Week 39 07/10/2016 A 4R 836437 10 156 156 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 10 85 85 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 657 7 7 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 467 5 5 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 65 12 12 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 433 12 12 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 467 5 5 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 10 15 15 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 355 10 10 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 471 10 10 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 429 10 10 0 100.0%
OCTOBER Week 39 07/10/2016 A 4L 837992 543 10 10 0 100.0%
OCTOBER Week 39 07/10/2016 B 4L 836437 100 285 285 0 100.0%
OCTOBER Week 39 07/10/2016 B 4L 836437 10 28 28 0 100.0%
OCTOBER Week 39 07/10/2016 B 2R 849987 100 29 295 266 29 90.2%
OCTOBER Week 39 07/10/2016 B 2L 849987 100 353 353 0 100.0%
OCTOBER Week 39 07/10/2016 B 1R 854967 10 87 87 0 100.0%
OCTOBER Week 39 07/10/2016 B 1R 854967 543 62 62 0 100.0%
OCTOBER Week 39 07/10/2016 B 1R 854967 429 78 78 0 100.0%
OCTOBER Week 39 07/10/2016 B 1R 854967 471 42 42 0 100.0%
OCTOBER Week 39 07/10/2016 B 1R 854967 355 8 8 0 100.0%
OCTOBER Week 39 07/10/2016 B 1R 832057 10 24 24 0 100.0%
OCTOBER Week 39 07/10/2016 B 5R 830442 10 240 240 0 100.0%
OCTOBER Week 39 07/10/2016 B 3L 830442 10 240 240 0 100.0%
OCTOBER Week 39 08/10/2016 B 2L 849987 100 178 178 0 100.0%
OCTOBER Week 39 08/10/2016 A 5R 830442 10 60 60 0 100.0%
OCTOBER Week 39 08/10/2016 A 5L 830442 10 3 5 59 51 8 86.4%
OCTOBER Week 39 08/10/2016 A 2L 849987 100 45 11 372 316 56 84.9%
OCTOBER Week 39 08/10/2016 B 5L 830442 10 120 120 0 100.0%
OCTOBER Week 39 08/10/2016 B 5L 830442 10 120 120 0 100.0%
OCTOBER Week 39 11/10/2016 B 5L 830442 10 5 372 372 0 100.0%
OCTOBER Week 39 11/10/2016 B 1L 832057 808 120 120 0 100.0%
OCTOBER Week 39 11/10/2016 B 2L 849987 100 5 120 120 0 100.0%
OCTOBER Week 39 11/10/2016 A 2R 849987 100 120 120 0 100.0%
OCTOBER Week 39 11/10/2016 A 5R 830442 10 59 59 0 100.0%
OCTOBER Week 39 11/10/2016 A 5L 830442 10 180 180 0 100.0%
OCTOBER Week 39 11/10/2016 A 1R 832057 808 300 300 0 100.0%
OCTOBER Week 39 11/10/2016 B 5L 830442 10 60 60 0 100.0%
OCTOBER Week 39 11/10/2016 B 1L 832057 808 88 88 0 100.0%
OCTOBER Week 39 11/10/2016 B 2L 849987 100 254 254 0 100.0%
OCTOBER Week 39 11/10/2016 A 2R 849987 100 291 291 0 100.0%
OCTOBER Week 39 11/10/2016 A 5R 830442 10 99 99 0 100.0%
OCTOBER Week 39 11/10/2016 A 5L 830442 10 180 180 0 100.0%
OCTOBER Week 39 11/10/2016 A 1R 832057 808 361 361 0 100.0%
OCTOBER Week 39 11/10/2016 B 5R 832056 100 317 317 0 100.0%
OCTOBER Week 39 11/10/2016 B 5L 832057 10 180 180 0 100.0%
OCTOBER Week 39 11/10/2016 B 2R 849987 100 6 3 1 347 337 10 97.1%
OCTOBER Week 39 11/10/2016 B 2R 849987 100 291 291 0 100.0%
OCTOBER Week 39 11/10/2016 B 1R 832057 10 99 99 0 100.0%
OCTOBER Week 39 11/10/2016 B 1R 832056 100 5 180 175 5 97.2%
OCTOBER Week 39 12/10/2016 A 5L 832056 10 2 1 361 358 3 99.2%
OCTOBER Week 39 12/10/2016 A 1L 832056 10 317 317 0 100.0%
OCTOBER Week 39 12/10/2016 A 2L 849987 696 16 180 164 16 91.1%
OCTOBER Week 39 12/10/2016 A 3L 832057 100 2 347 345 2 99.4%
OCTOBER Week 39 12/10/2016 A 3L 689284 10 1 420 419 1 99.8%
OCTOBER Week 39 12/10/2016 A 4L 832056 10 2 413 411 2 99.5%
OCTOBER Week 39 12/10/2016 A 5R 830442 10 27 13 24 1 324 259 65 79.9%
OCTOBER Week 39 12/10/2016 B 2L 849987 100 240 240 0 100.0%
OCTOBER Week 39 12/10/2016 B 2R 849987 696 132 132 0 100.0%
OCTOBER Week 39 12/10/2016 B 3L 634676 100 1 1 224 222 2 99.1%
OCTOBER Week 39 12/10/2016 B 5R 803003 355 298 298 0 100.0%
OCTOBER Week 39 12/10/2016 B 5L 830442 10 180 180 0 100.0%
OCTOBER Week 39 13/10/2016 A 5L 830442 10 1 2 264 261 3 98.9%
OCTOBER Week 39 13/10/2016 A 4L 832056 10 1 60 59 1 98.3%
OCTOBER Week 39 13/10/2016 A 2L 849987 100 6 3 1 533 523 10 98.1%
OCTOBER Week 39 13/10/2016 A 1R 832056 10 1 240 239 1 99.6%
OCTOBER Week 39 13/10/2016 A 1R 803002 10 8 5 160 147 13 91.9%
OCTOBER Week 39 13/10/2016 A 1L 832056 10 4 1 260 255 5 98.1%
OCTOBER Week 39 13/10/2016 A 3L 689284 10 144 144 0 100.0%
OCTOBER Week 39 13/10/2016 B 5R 830442 10 319 319 0 100.0%
OCTOBER Week 39 13/10/2016 B 803002 10 2 19 17 2 89.5%
OCTOBER Week 39 13/10/2016 B 1R 832056 10 5 180 175 5 97.2%
OCTOBER Week 39 13/10/2016 B 1L 832056 10 44 180 136 44 75.6%
OCTOBER Week 39 13/10/2016 B 2R 849987 696 13 351 338 13 96.3%
OCTOBER Week 39 13/10/2016 B 2R 849987 100 12 3 361 346 15 95.8%
OCTOBER Week 39 13/10/2016 B 2R 849987 10 98 98 0 100.0%
OCTOBER Week 39 14/10/2016 A 3L 726462 852 52 52 0 100.0%
OCTOBER Week 39 14/10/2016 A 4R 698284 10 564 564 0 100.0%
OCTOBER Week 39 14/10/2016 A 4L 832054 10 360 360 0 100.0%
OCTOBER Week 39 14/10/2016 A 1L 832056 10 5 18 2 380 355 25 93.4%
OCTOBER Week 39 14/10/2016 A 5R 830442 432 7 123 116 7 94.3%
OCTOBER Week 39 14/10/2016 A 5L 830442 432 11 35 156 110 46 70.5%
OCTOBER Week 39 14/10/2016 A 2R 849987 100 31 11 10 479 427 52 89.1%
OCTOBER Week 39 14/10/2016 B 2L 832056 100 5 1 179 173 6 96.6%
OCTOBER Week 39 14/10/2016 B 2L 803002 100 32 287 255 32 88.9%
OCTOBER Week 39 14/10/2016 B 2R 549987 100 2 8 4 1 300 285 15 95.0%
OCTOBER Week 39 14/10/2016 B 5L 830442 10 3 197 194 3 98.5%
OCTOBER Week 39 14/10/2016 B 5L 830442 10 180 180 0 100.0%
OCTOBER Week 42 15/10/2016 A 4L 832056 10 319 319 0 100.0%
OCTOBER Week 42 15/10/2016 A 3R 726462 852 9 187 178 9 95.2%
OCTOBER Week 42 15/10/2016 A 1L 832056 10 80 80 0 100.0%
OCTOBER Week 42 15/10/2016 A 4R 689284 10 4 590 586 4 99.3%
OCTOBER Week 42 15/10/2016 B 1L 832056 100 41 13 3 377 320 57 84.9%
OCTOBER Week 42 15/10/2016 B 3R 803003 10 3 643 640 3 99.5%
OCTOBER Week 42 15/10/2016 B 3R 726462 852 3 416 413 3 99.3%
OCTOBER Week 42 15/10/2016 B 2L 849987 100 48 7 660 605 55 91.7%
OCTOBER Week 42 15/10/2016 B 2R 849987 100 49 11 566 506 60 89.4%
OCTOBER Week 42 15/10/2016 B 5R 830442 432 124 124 0 100.0%
OCTOBER Week 42 15/10/2016 B 5R 832056 10 2 817 815 2 99.8%
OCTOBER Week 43 17/10/2016 A 5R 830442 432 2 217 215 2 99.1%
OCTOBER Week 43 17/10/2016 A 3L 726462 852 159 159 0 100.0%
OCTOBER Week 43 17/10/2016 A 4L 832056 10 359 359 0 100.0%
OCTOBER Week 43 17/10/2016 A 1R 832056 10 240 240 0 100.0%
OCTOBER Week 43 17/10/2016 A 4R 689284 10 3 170 167 3 98.2%
OCTOBER Week 43 17/10/2016 A 1L 832056 10 3 1 6 564 554 10 98.2%
OCTOBER Week 43 17/10/2016 B 1R 832056 10 120 120 0 100.0%
OCTOBER Week 43 17/10/2016 B 4L 832056 10 383 383 0 100.0%
OCTOBER Week 43 17/10/2016 B 2R 849987 100 88 2 771 681 90 88.3%
OCTOBER Week 43 17/10/2016 B 2L 849987 100 417 417 0 100.0%
OCTOBER Week 43 17/10/2016 B 5L 832056 10 275 275 0 100.0%
OCTOBER Week 43 17/10/2016 B 3R 726452 480 422 422 0 100.0%
OCTOBER Week 43 17/10/2016 B 3L 803009 512 314 314 0 100.0%
OCTOBER Week 43 18/10/2016 A 1L 832054 10 1 8 299 290 9 97.0%
OCTOBER Week 43 18/10/2016 A 5R 830442 10 9 6 1 147 131 16 89.1%
OCTOBER Week 43 18/10/2016 A 5L 830442 432 10 5 1 41 25 16 61.0%
OCTOBER Week 43 18/10/2016 A 5L 776508 387 3 2 220 215 5 97.7%
OCTOBER Week 43 18/10/2016 A 3R 726462 480 2 1 242 239 3 98.8%
OCTOBER Week 43 18/10/2016 A 2L 849987 100 53 5 420 362 58 86.2%
OCTOBER Week 43 18/10/2016 A 4L 832056 10 478 478 0 100.0%
OCTOBER Week 43 18/10/2016 A 4R 832056 10 4 494 490 4 99.2%
OCTOBER Week 43 18/10/2016 A 1R 832056 10 1 5 357 351 6 98.3%
OCTOBER Week 43 18/10/2016 B 5R 830442 10 304 304 0 100.0%
OCTOBER Week 43 18/10/2016 B 5L 830442 10 240 240 0 100.0%
OCTOBER Week 43 18/10/2016 B 1L 832056 10 191 191 0 100.0%
OCTOBER Week 43 18/10/2016 B 2L 849987 100 22 15 237 200 37 84.4%
OCTOBER Week 43 18/10/2016 B 2R 849987 100 20 419 399 20 95.2%
OCTOBER Week 43 18/10/2016 B 4L 776508 387 4 272 268 4 98.5%
OCTOBER Week 43 18/10/2016 B 3L 803009 464 131 131 0 100.0%
OCTOBER Week 43 19/10/2016 A 3L 726462 480 1 133 132 1 99.2%
OCTOBER Week 43 19/10/2016 A 3R 822942 10 1 75 74 1 98.7%
OCTOBER Week 43 19/10/2016 A 5R 830442 10 7 1 177 169 8 95.5%
OCTOBER Week 43 19/10/2016 A 5L 830389 10 5 2 5 1 269 256 13 95.2%
OCTOBER Week 43 19/10/2016 A 2L 849987 100 25 5 118 88 30 74.6%
OCTOBER Week 43 19/10/2016 A 4L 832056 10 420 420 0 100.0%
OCTOBER Week 43 19/10/2016 A 1R 832056 10 1 417 416 1 99.8%
OCTOBER Week 43 19/10/2016 A 1L 832056 10 2 24 360 334 26 92.8%
OCTOBER Week 43 19/10/2016 B 2L 832056 10 59 59 0 100.0%
OCTOBER Week 43 19/10/2016 B 2L 832056 100 8 240 232 8 96.7%
OCTOBER Week 43 19/10/2016 B 5L 830442 10 180 180 0 100.0%
OCTOBER Week 43 19/10/2016 B 2R 849987 100 188 188 0 100.0%
OCTOBER Week 43 19/10/2016 B 2R 849981 100 28 263 235 28 89.4%
OCTOBER Week 43 19/10/2016 B 1R 849987 100 35 300 265 35 88.3%
OCTOBER
OCTOBER
Week
Week
43
43
19/10/2016
19/10/2016
B
B
3R
3R
803008
822942
10
10
5 499
111
494
111
5
0
99.0%
100.0% 39
OCTOBER Week 43 19/10/2016 B 5R 830389 100 367 367 0 100.0%
OCTOBER Week 43 20/10/2016 A 5L 830389 10 1 54 53 1 98.1%
OCTOBER Week 43 20/10/2016 A 5R 830442 10 2 37 1 291 251 40 86.3%
OCTOBER Week 43 20/10/2016 A 4L 832056 100 180 180 0 100.0%
OCTOBER Week 43 20/10/2016 A 4L 832056 10 164 164 0 100.0%
OCTOBER Week 43 20/10/2016 A 1L 832056 100 7 120 113 7 94.2%
OCTOBER Week 43 20/10/2016 A 1L 832056 10 85 85 0 100.0%
OCTOBER Week 43 20/10/2016 A 1L 832056 100 7 1 180 172 8 95.6%
OCTOBER Week 43 20/10/2016 A 3L 726462 480 58 58 0 100.0%
OCTOBER Week 43 20/10/2016 A 2R 849987 100 16 5 60 39 21 65.0%
OCTOBER Week 43 20/10/2016 A 2L 849987 100 8 55 2 8 358 285 73 79.6%
OCTOBER Week 43 20/10/2016 B 4L 839216 677 5 102 97 5 95.1%
View publication stats OCTOBER Week 43 20/10/2016 B 5R 830442 10 8 2 1 358 347 11 96.9%
OCTOBER Week 43 20/10/2016 B 5L 830442 10 212 212 0 100.0%

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