Int J Adv Manuf Technol (2018) 94:239–

256 10.1007/s00170-017-0783-2
DOI

ORIGINAL ARTICLE

Improvement of overall equipment efficiency of ring

frame through total productive maintenance: a textile
case
Nafis Ahmad1 & Jamal Hossen2 & Syed Mithun Ali1

Received: 6 March 2017 / Accepted: 6 July 2017 / Published online: 10 August 2017
# Springer-Verlag London Ltd. 2017

Abstract This paper focuses on the application of Kaizen, 1000, Bangladesh

one of the pillars of total productive maintenance (TPM), 2
Department of Textile Engineering, Ahsanullah University of Science and
for improvement of overall equipment efficiency (OEE) of Technology, Dhaka 1208, Bangladesh
a ring frame section in a spinning plant. The ring frame is
considered as one of the critical sections since rope-like
fiber strands become a fine yarn through a high amount of
attenuation. Here, Kaizen was applied in the ring frame
section to enhance overall performance and increase the
productivity. Six major stoppage losses, namely breakdown
or equipment failure, set- up and adjustment, idling and
minor stoppage, reduced speed, defects in the process, and
reduced yield in the first place, were examined with the
help of Pareto analysis, why why because logical analysis
(WWBLA), and cause-and-effect analysis. A well-
organized training program was conducted to make the
operators educated about these losses and possible ways of
improving the condition. Because of Kaizen, losses in the
ring frame section were reduced significantly, and the OEE
of the equipment was increased from 75.09 to 86.02%,
pro- ductivity was improved by 23.93%, and production of
defec- tive items was reduced by 49.50%. The findings
from this work revealed the benefit of application of TPM
in real- world manufacturing environments.

Keywords Spinning . Ring frame . Total productive

maintenance . Kaizen . Overall equipment efficiency
(OEE)

* Syed Mithun Ali

[email protected]

1
Department of Industrial and Production Engineering,
Bangladesh University of Engineering and Technology, Dhaka
240 Int J Adv Manuf Technol (2018) 94:239–
1 Introduction 256

Globalization has opened a window of

opportunities for en- terprises to manufacture
textile and clothing product in devel- oping
countries due to cheap labor and relaxed
environmental policies and regulations for
working conditions [10, 30, 53,
59, 60, 75, 80]. Bangladesh is a very
prosperous country in the world of textile
business and the second biggest exporter of
clothing after China [44]. Textiles and ready-
made garment industries account for over
82.01% of total export earnings of Bangladesh
(Trade Information of BGMEA 2015–2016).
Thus, the textile and apparel industries have
become the main driving force of economic
growth of Bangladesh. To respond to global
competition and market vulnerability in the
textile and garments supply chain, one of the
important key success factors is managing the
complex value chain [26, 76]. Efficient
backward linkage operation can help manage
the complex textile value chain, which in turn
could strengthen and help textile and garment
industries sustain the globally competitive
market [42].
Yarn manufacturing is one of the subsectors
of backward linkage of clothing industries.
Spinning is the first stage of textile
manufacturing, which produces yarn as the
final prod- uct. The spinning plant consists of
several sections, from blow room to winding
including ring frame. The compressed mass of
cotton bales is converted to yarn by a series of
operations including opening, cleaning,
blending or mixing, drafting, doubling,
twisting, and winding [51].
The ring frame section is considered as a
critical section since rope-like fiber strands
become a fine yarn through a high amount of
attenuation. The two important factors that
need to be evaluated to assess a manufacturing
plant are the quality of products and the
efficiency of machines [31]. Maintenance
practices could influence these two factors.
Maintenance prac- tices depend on human
input in the spinning industry to a
 Int J Adv Manuf Technol (2018) 94:239–
256
greater extent [6]. An average of 28% of total production process is the heart of a textile plant and has a direct
cost is attributed to maintenance activities that are associat- relation to the production of the plant. It is very difficult to
ed with maintenance personnel and materials [20]. The manage ring spinning process, and a lot of problems occur
maintenance department plays a key role to ensure the con- during the process. In this work, we identified stoppage
tinuous production of the equipment to its normal function- losses and ex- amined overall equipment efficiency to the
ing state [27, 68]. ring frame of the textile plant under our interest.
Total productive maintenance [18, 88] is a stepwise The appropriate tools along with their pertinence,
strate- gy that combines best features of productive and establish- ment, and adoption of operation are a major
preventive maintenance with total employee engagement to problem for an organization to improve the performance of
maximize overall equipment efficiency (OEE) [92]. equipment [40]. A number of studies examined the
For every manufacturing company, the objective is to application of the total pro- ductive maintenance (TPM)
produce goods at a profit, and this can only be achieved approach to a wide range of in- dustries (see Table 1).
using an effective maintenance system that helps maximize However, there is a lack of literature that connects textile
the availability of equipment by minimizing machine and clothing industry to the application of TPM. In fact,
downtime due to unwant- ed stoppage [27, 71]. The most of them dealt with weaving [90], printing factory
stoppage losses can be divided into six major categories, [11], and carding section [78] of the spinning factory. The
which affect the overall performance of the equipment. main goal of the study is to identify major stoppage losses,
These losses include breakdown losses; setup and to examine and improve the overall equipment effi- ciency
adjustment losses; idling and minor stoppage losses; speed (OEE) of the ring frame of a textile spinning factory in
losses; rework and quality defect losses; and yield losses Bangladesh through the application of TPM approach. In
[77]. According to Gupta [37], the ring spinning particular, we apply one of the pillars of TPM, namely
Kaizen

Table 1 An overview of TPM study in different industries

Sl. no. Authors Aims Domain of application Country

1 Tomar and Bhuneriya [90] To develop the TPM system to improve

Textile weaving industry India
the
existing maintenance system
2 Benjamin et al. [14] To improve the OEE by reduction of Metal barrel manufacturing Malaysia
speed industry
loss, i.e., idling and minor stoppage,
and to reduce speed losses
3 Lalkiya and Kushwaha [61] Development of a model to predict OEE Cement industry India
through the TPM approach
4 Ohunakin and Leramo [74] To increase OEE and reduce stoppage Beverage industry Nigeria
losses
by implementing Kaizen
5 Wudikarn [98] To implement OEE as a measuring Wire mesh manufacturing Thailand
performance company
and measuring the success of a TPM
implementation program Assembly line of Haldex Sweden
6 Habib and Kang [38] To improve the productivity by implementing Brake Products
autonomous maintenance, a pillar of TPM Tablet section in a Bangladesh
7 Proma et al. [81] To measure the TPM losses (delays and pharmaceutical company
impedances caused by human inefficiencies)
and quantify their effect

8 Carannante et al. [19] A comparative study of the UK and Foundry factory UK and Japan
Japanese
foundry industries in implementing TPM Steel company Jordan
9 Almeanazel [6] To measure OEE and improve OEE
by applying TPM
10 Wudhikarn [97] To develop the present OEE by overall Fiber cement roof Thailand
weighting manufacturing company
equipment effectiveness (OWEE) based
on existing implementation of TPM
11 Ahuja and Kumar [4] To investigate the contributions of successful Precision tube mills India
TPM
initiative to competitive manufacturing
12 Tsarouhas [91] To increase the productivity of machinery and improve t
240 Int J Adv Manuf Technol (2018) 94:239–
product by adopting TPM 256 industry especially
Food Greece
13 Eti et al. [23] To implement TPM as a strategy and improve in bakery products
the performance of machinery and suggestion Nigerian manufacturing Nigeria
for self-auditing and benchmarking industry
14 Chan et al. [20] To study the effectiveness and implementation of
the TPM program in the industry Electronics manufacturing Hong Kong
company
15 Ljungberg [65] To establish a norm based on stoppage of Volvo Car Corporation Sweden
machinery
in the TPM framework
Int J Adv Manuf Technol (2018) 94:239– 24
256
[28, 29, 45], a strategic weapon for continuous fishbone diagram, WWBLA work sheet, and an overview
improvement [64], to improve the overall equipment of the yarn manufacturing process. Section 3 gives an
efficiency (OEE). To the best our knowledge, there is no overview of the case company. Section 4 gives the
literature that focused on the ring frame section of a textile methodology under- taken in this research. Section 5
processing factory for TPM study. Thus, this paper presents results and discus- sion of findings. Finally,
contributes to the total productive maintenance and textile Section 6 concludes the paper.
literature as follows:

• Firstly, this paper studied the ring frame section of a 2 Materials

spin- ning mill to examine and improve the OEE using
one of the TPM pillars, namely Kaizen. To study the 2.1 Overall equipment efficiency
OEE, the major stoppage losses to the ring frame were
identified in the first place. OEE is used to determine how efficiently a machine is run-
• Secondly, we applied Kaizen to improve the overall ning. It is one of the most effective measures for driving
equip- ment efficiency of the ring frame. After plant improvement. To evaluate the effectiveness of the
applying Kaizen, again major stoppage losses were equipment,
evaluated, and OEE was examined. Finally, a [72] developed the concept of OEE as a measure of TPM
comparison was made between the OEE of the ring [87]. It focuses on the plant on the concept of zero
frame section of the spinning mill before and after stoppage losses and zero wastage [65]. OEE highlights the
applying the Kaizen. hidden capacity in an organization. It measures both “doing
the thing right” and “doing the right things” [79]. It can be
To achieve the objectives of this research, a systematic considered to combine the operation, maintenance, and
procedure was adopted from a review of recent literature. management of manufactur- ing equipment and resources
Herein, the Pareto chart was used to diagnose the stoppage [83]. The objective of OEE is to identify these losses [47].
losses correctly [48]. A fishbone diagram [99] was These losses are divided into three major areas, namely
employed to find out the general causes of the problem [1]. availability, performance rate, and quality rate of the output
Why why because logical analysis (WWBLA) work sheet [7, 69]. OEE is equal to the multiplication of the three
was used to find out the root causes, which aimed to main bases for the six major losses. These losses include
prevent/minimize the future adverse event of problems in breakdowns, setup and adjustment, idling and minor
question [94]. stoppage, reduced speed, a defect in process, and yield loss
The rest of the paper is organized as follows. Section 2 [85]. Figure 1 illustrates the calculation of OEE from six
illustrates related materials on OEE, TPM, Pareto analysis, major stoppage losses.
24 Int J Adv Manuf Technol (2018) 94:239–
256

Fig. 1 Calculation of OEE from six major stoppage losses [77]

Int J Adv Manuf Technol (2018) 94:239– 24
256
OEE ¼ Availability x Performance rate x Quality rate
increase of OEE are the objectives of TPM. Achieving a
ð1Þ
reli- able manufacturing system is the key objective of TPM.
The availability is a comparison between the amount of It can be executed by maximizing the OEE [58]. It is an
time the machine is producing and the amount of time it innovative approach to maintenance that is used to optimize
was scheduled to produce. This can be written as: equipment effectiveness, eliminate breakdowns, and enhance
autonomous
Required availability−Downtime maintenance [15, 47]. Unscheduled maintenance keeps to a
Availability ¼ x
minimum the goal of TPM [79]. The basic practices of TPM
Required availability
100 ð2Þ are called the pillar of TPM. They are 5S, autonomous main-
Actual operating time
¼ x 100 fac- tors that promote the morale and motivation of staff [62]. Training
Planned operating time
programs also enhance the skills and technical capa- bilities of the
Here, actual operating time = Required production and maintenance staff [63]. Reduction of whole life cost of
availability−down- time = Planned operating equipment and six major losses and
time−Unplanned downtime.
The performance rate of the equipment can be defined
ac- cording to Eq. (3).

Performance rate
Units produced in the total shift time
¼ x 100 ð3Þ
Number of expected units to be produced

Expected production can be calculated as follows:

Actual operating time

Expected production ¼ Theoretical cycle time ð4
Þ
Therefore, we have

Theoretical cycle time x units output

Performance rate¼ Actual cycle time
x 100

ð5Þ

The quality rate can be expressed as the production

input into the process or equipment minus the volume or
number of quality defects then divided by the production
input (Eq. 6).

Production output−Quality defectsx

Quality rate ¼ Production output 100 ð6
Þ

2.2 Total productive maintenance and Kaizen

TPM is a scientific and company-wide approach in which

every employee at all levels in the organization is
concerned about the maintenance, quality, and efficiency of
their equip- ment [2, 39]. It is one of the short-term
projects of just-in-time (JIT) approach [24]. TPM has a
remarkable consequence on the output of a manufacturing
organization [36]. As an aggres- sive maintenance strategy,
the TPM approach is used to im- prove equipment
performance by avoiding equipment failure [89].
Communication among operators, maintenance staffs, and
engineers is very important [21].
Top management commitment and support are the key
 24 Int J Adv Manuf Technol (2018) 94:239–
tenance, Kaizen, planned maintenance, quality 256
maintenance, termeasures are taken to minimize the problem [68].
training, office TPM and safety, health and environment. A fishbone diagram is a useful tool to determine the
Kaizen refers to the continual search for possi- ble causes for a problem, but it cannot identify root
improvement, and it is one of the key causes. It
principles of Japanese manufacturing,
developed by Toyoda Motor Company. Kaizen
events are also known in other terms as well,
e.g., “Kaizen Blitz,” “Gemba Kaizen,” “rapid
improvement events,” and “accelerated im-
provement workshops” in the USA [32]. The
principle behind is that “a very large number
of small improvements are more effective in
an organizational environment than a few im-
provements of large value.” Kaizen programs
are organiza- tional improvement mechanism
aimed at work area transfor- mation and
employee development. A specific short-term
(1 week or shorter) dedicated project team
does not need to give much attention to
exploratory research since they have to study
widely in general [25]. It is targeted to achieve
and sustain zero loss on minor stops,
measurement and adjust- ments, defects, and
unavoidable downtimes. The WWBLA work
sheet, Poka-yoke or mistake proofing or error
preven- tion, a summary of losses, Kaizen
register, and Kaizen sum- mary sheet are
known as Kaizen tools [95].

2.3 An overview of Pareto analysis,

WWBLA work sheet, and fishbone diagram

A Pareto analysis is a statistical quality control tool

that ranks data arrangements in subsiding order
from the highest frequency to the lowest frequency
of incidences. The total frequency is equated to
100%. The vital few items occupy around 80%
of the cumulative percentage of incidences, and the
many trivial items occupy only the remaining
20% of incidences [52]. It is one of the best tools
in conjunction with a fishbone diagram [13]. The
WWBLA is an analytical and simplest
organizing technique to find out the root causes
of the problem [14, 16]. In this technique, it is
asked “why,” many times to identify the root
cause of a problem [17, 50]. A work sheet is
prepared for each major problem. A cause is
identified and called the first factor for a
problem. Then, it is verified whether it can be
divided into further root causes. Then, the
second factor for the problem is identified and
verified. In this way, a third factor of the
problem is identified. Once it is not possible to
identify further, then the verification is marked.
Finally, coun-
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256
illustrates the causes of any problem in a more structured efficiency, quality rate and OEE by breakdown time,
approach than other brainstorming tools [1]. It also is productive time and wastage, and recycled cotton
known as a cause-and-effect diagram or Ishikawa diagram. wastage. By implementing TPM, they were able to
It can be used to represent the relationship between improve OEE from 68.98 to 71.46%.
problems with their causes as lines illuminating from Benjamin et al. [14] applied TPM on a metal barrel
group branches [41]. manufacturing company situated in Malaysia. The study
fo- cused on speed loss, one of the major stoppage losses
2.4 Application of TPM in industry of OEE. The root causes of stoppage were identified by
Pareto analysis and WWBLA technique. After eliminating
A growing body of literature examined the benefit and speed loss, the company saved $32,811.5 per annum.
useful- ness of the application of TPM for reducing losses In addition to the above literatures on the application of
and improv- ing productivity in various industries. There is TPM in industry, Table 1 presents some other works. It is
an opportunity for improvement in any organization while revealed that application of TPM is rarely studied in the
anything is less than ideal by applying TPM [8]. TPM has textile context. Thus, this paper took the opportunity to
many real life applications in manufacturing industries. Fore apply Kaizen, a pillar of TPM, with the hope of analyzing
and Zuze [27] investigated the present OEE of a general and re- ducing losses to the ring frame section of a textile
electric company. In their study, interviews, reviewing processing plant in Bangladesh.
documentation, historical records, and direct and
participatory observation were used as data collection for
OEE measurement. After TPM had been implemented, a 2.5 An overview of the yarn manufacturing process
reduction of major losses and reworks took place in practice.
They observed an improvement of OEE at a significant level. Spinning is the system by which the filaments or fibers are
Graisa and Al-Habaibeh [34] investigated the converted to yarn by drafting and twisting. The process
productivity and profitability of four cement factories of a flow- chart of carded yarn production is shown in Fig. 2.
company. They suggested a TPM framework via Ring spin- ning is the most important step to convert fibers
comprehensive productivity and maintenance system that into yarn. The short length natural and synthetic fibers are
could be achieved using three main aspects: staff training, converted to yarn by spinners [86]. Yarn produced by the
staff motivation, and development of the environment. ring spinning process constitutes approximately 85% of the
Aziz et al. [11] investigated the effective total yarn manufactured in the world [66]. It is made to
implementation of TPM in a textile printing industry. They draft the roving into the desired count and impart the
focused on the TPM pillars Kaizen, autonomous desired twist to produce the strength in the yarn [57]. If the
maintenance, planned mainte- nance, and employee twist is increased, yarn strength also in- creases [66].
education and training. They found al- most 50% The ring frame consists of a large number of spindles
reductions in machine breakdown time, mean time (1008 spindles/frame). The productivity of the ring frame
between failure (MTBF) and mean time to repair (MTTR). depends on some running spindles. One traveler and
Kiran et al. [55] studied on the male contraceptive spindle co-operate with a bobbin, to twist and wind the
manufacturing industry. They implemented TPM to reduce yarn from a drafting system. Figure 3 shows the schematic
only the breakdown loss from the six major losses and used diagram of the ring frame. Figures 4 and 5 show the normal
the root cause analysis (RCA) method as a problem-solving and defective ring cops. The production capacity of a ring
tool. After taking countermeasures, the breakdown was frame of a spinning factory under question can be
reduced to a signif- icant level and the profit increased by Rs determined using Eq. (7).
210,000 per month.
Paropate and Sambhe [78] studied on the carding section
of a spinning plant. They investigated the availability,
performance

Spindle rpm x 60ðmin to hÞ x 8ðh to shiftÞ x Number of running spindle

Production of ring frame in kg per shift ¼ per inch ðTPIÞ x 36ðinch to yardÞ x 840 x Yarn Count ðNeÞ x 2:2046ðlb to kgÞ
Twist ð7Þ

3 Overview of the case company (ATML), a sister concern of Akij Group, in Bangladesh. The company
is now producing rotor-spun yarn by installing a rotor frame. At
This study was conducted in Akij Textile Mills Limited present, the production capacity of the ring and rotor spinning
24 Int J Adv Manuf Technol (2018) 94:239–
256
system is 25 and 12 tons per day, respectively. Currently, there are around 1200 people
working in the factory. The factory has an installed
capacity of 45,000 spindles in the ring spinning system.
The industry was de- signed to produce carded, combed,
compact, Siro, cotton- polyester (PC), and chief valued
cotton (CVC) yarns. Akij Group has apparel manufacturing
facilities with very strong backward integrated industries
of spinning, weaving, dyeing,
Int J Adv Manuf Technol (2018) 94:239– 24
256
Fig. 2 Flowchart of carded yarn Processing
production Input Material Output Material
Machinery

Raw Cotton Blow Room Chute Matt

Chute Matt Carding Carded Sliver

Carded Sliver Breaker Drawn Sliver

Breaker Draw Frame

Breaker Drawn Sliver Finisher Drawn Sliver

Finisher Draw frame

Finisher Drawn Sliver

Speed Frame Roving

Roving Ring Cops

Ring Frame

Ring Cops Winding Yarn (package/cone)

Conditioning

Packing Bags

finishing, and packaging. They are supplying quality frame. Significant losses were identified using Pareto
knitted and woven fabric across the world to famous analysis. The WWBLA work sheets helped to find out the
retailers in the fashion industry. Some famous clothing reasons be- hind those significant losses. Then, the
retailers like HnM, Tema, BF Asia, etc. are buying finished fishbone diagrams were constructed to illustrate the causes
fabric from Akij Group. Therefore, this study carried of the problem in a structured way. A Kaizen team was
practical significance to Akij Group to benefit all formed to train the oper- ators to improve their skills on
backward linkage operations. basic maintenance works such as cleaning of machine
parts, oiling, tightening, inspection, and basic routine
works. After the training program, OEE of the same ring
4 Research methodology frame section was calculated in the same ways followed
before the training program. Finally, results were compared
The study was carried out in the ring frame section of a to assess the improvement in OEE. The study framework
yarn manufacturing factory. The main goal of this research can be visualized in Fig. 6.
was to improve the OEE through TPM. To measure the
OEE, six major stoppage losses in the ring frame section 4.1 Initial status of stoppage losses and OEE
were exam- ined. Based on the measured major stoppage
losses, the OEE was calculated and the ring frame with the It is essential to get appropriate data on stoppage losses to
lowest OEE was selected for further study. Three tools, implement TPM. Often, organizations keep record of
namely Pareto analysis, WWBLA work sheet, and cause- repair time in the logbook. However, they do not give the
and-effect diagram, were used to analyze data on stoppage actual scenario of stoppage losses and their causes in most
losses and OEE of the ring of the
24 Int J Adv Manuf Technol (2018) 94:239–
256

Roving

bobbin Pigtail guide Drafting

unit

Ring
Aprons
Components of the system
are not in scale with one
another to enhance
illustration

Separator plate

Fig. 5 Normal ring cops

Ring rail
were chosen randomly to get the actual scenario of the pro-
duction process. Here, each working day consists of eight
Traveler working hours (one shift) as shown in Table 2. Various
Ring cop exper- iments were performed in this research in order to
get a real
Fig. 3 Schematic diagram of the ring frame [66] Fig. 4 Defective ring cops

cases. Moreover, it is quite difficult to get accurate data in

the process industry. It is obvious that data collection from
the factory floor will give the real picture of stoppage
losses of the ring frame. In this study, data were collected
for 10 days by six major stoppage losses from the selected
ring frame that was producing yarn count of 26 Ne KH and
twist per inch (TPI) of 18.36. Table 2 shows the stoppage
losses of ring frames. It is important to note that those ten
working days
Int J Adv Manuf Technol (2018) 94:239– 24
256
picture of the ring frame performance. These
experiments helped us to better analyze and
predict the overall equipment efficiency of the
ring frame of the spinning plant.
Availability, performance efficiency, quality
rate, and OEE were measured based on
collected data. The calculated OEE of the ring
frame varies from 72.87 to 76.93%. The
average OEE was 75.09%. The OEE in the
initial status before implementing TPM is
shown in Table 3.
Table 2 shows the significant losses as
identified by Pareto analysis. Pareto analysis is
a statistical technique in decision- making.
Pareto analysis is used for the selection of a
limited number of tasks that produce a
significant overall effect. Pareto principle
represents that by doing 20% of work, 80% of
the advantages of doing the entire job can be
generated. Figure 7 illustrates the Pareto chart
for major stoppage losses. From Fig. 7, it is
revealed that a few vital factors are caus- ing
89.3% of the total stoppage loss. The vital
factors are idling and minor stoppage
amounting 67.2% and breakdown constituting
22.1%. The other stoppage losses are yield loss
with 8.4% and reduced speed with 2.3% of the
total stoppage
loss.
According to Table 2, the main causes of
idling and minor stoppage are higher doffing
time and higher traveler change time in the
machine. The causes of breakdown stoppage
were power failure, front roller and back roller
bearing breaking, draft change pinion (DCP),
and twist change pinion (TCP) gear breaking
into the machine.
To analyze the stoppage losses, the
WWBLA technique was used. It was helpful
to identify possible causes to a prob- lem.
Then, a cause-and-effect diagram was used to
associate
25 Int J Adv Manuf Technol (2018) 94:239–
256
Fig. 6 Study framework
Select a specific ring frame

Initial data collection based on stoppage

losses

Measurement of OEE based on

data

Pareto Chart
Data analysis by analytical WWBLA
tools
Fishbone
Diagram
Training program for
operators

Data collection after implementation of

Kaizen

Measurement of OEE

Comparison and analysis of OEE of present status

with previous status

multiple causes with a single effect. Figure 8 illustrates the be stored before changeover of count or lot. DCP and TCP
WWBLA work sheet for idling and minor stoppage. The gears were changed due to the new order of higher count,
countermeasures taken are also shown in Fig. 8. Based on which was a managerial decision. The productivity of
WWBLA, a fishbone diagram was constructed for idling machin- ery, process waste percentage, and the quality of
and minor stoppage. yarn were also dependent on end breakage rate of the ring
The fishbone diagram for idling and minor stoppage frame. As noticed, higher RH enhanced the end breakage
loss is displayed in Fig. 9. Based on the influence of man, rate. Thus, proper control of RH was in place to reduce the
machine, materials, measures, management, and end breakage rate in the ring frame section.
environment, the rea- sons for idling and minor stoppage Figure 10 gives the WWBLA work sheet for the break-
were categorized. Operators were not concerned about the down losses. The countermeasures taken have been shown
time required to re- lease the ring cops from the machine. in the WWBLA. The fishbone diagram is presented in Fig.
The front roller was displaced, and bearing was broken due 11 that is constructed based on the WWBLA for
to overloading of the machine. Due to the generation of breakdown losses.
piles through the front roller, travelers have flown away. Figure 11 presents the fishbone diagram for breakdown
To avoid count and lot mix, countwise bobbin color should losses. The reasons are grouped based on the influence of
be fixed. Therefore, a sufficient amount of countwise man, machine, materials, and measures. DCP gear is
colored empty bobbins should broken
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Table 2 Different stoppage
losses in the selected ring frame Day Activity Losses Frequency Total loss (min)

1 Doffing Idling and minor stoppage 3 22.5

Back roller bearing breaks Breakdown 1 9.5
(all ends break)
2 Doffing Idling and minor stoppage 3 24
Power failure Breakdown 1 6
3 Doffing Idling and minor stoppage 3 22.5
Traveler change Idling and minor stoppage 1 8.5
4 Doffing Idling and minor stoppage 3 22.5
TCP gear breaks Breakdown 1 10.5
Front roller bearing breaks Breakdown 1 17
(all ends break)
5 Doffing Idling and minor stoppage 3 22.5
Roving change Yield loss 1 15.5
6 Doffing Idling and minor stoppage 3 24
Power failure Breakdown 1 12
7 Doffing Idling and minor stoppage 3 24
DCP gear breaks Breakdown 1 11
8 Doffing Idling and minor stoppage 3 24
Excess EBR Yield loss 1 16
9 Doffing Idling and minor stoppage 3 24
Traveler change Idling and minor stoppage 1 10
Spindle tape breaks Reduced speed 1 8.5
(2 positions)
10 Doffing Idling and minor stoppage 3 24
Power failure Breakdown 1 7
Front roller bearing breaks Breakdown 1 10
(all ends break)
Total losses (min) 375.5

due to lack of skills of operators. Since the connection be- status. Table 4 shows the summary
tween nuts and bolts were loose, the front roller and TCP
gear shaft were displaced. Also, V-belts were broken. Also,
wast- age was increased due to the generation of piles
through the front roller. In that case, proper measures were
taken to adjust the front roller position and TCP gear shaft.

4.2 Training program for operators

Training and education for all employees are utmost

inevitable to gain their pledge and involvement in the
activities of quality improvement [49, 93]. In this study, a
Kaizen team was built to develop the skills of operators.
The team was comprised of operators and supervisory
staff. The operators were trained about basic operations of
the ring frame, important machine parts, and their
functions, improving strategy of the produc- tivity of the
ring frame and quality of produced yarn, basic
maintenance activities that should be done by an operator
and responsibilities of an operator in the ring frame
section. After taking all the above steps, data were
collected again from the ring frame based on six major
stoppage losses to measure and analyze with the previous
25 Int J Adv Manuf Technol (2018) 94:239–
256
of the training program for operators. The
literature that sup- ports the topics of the
training program is also shown in Table 4.

4.3 Status after applying Kaizen

To assess the improvement by training of the

operators and application of Kaizen, data from
the same ring frame section were collected
again. Table 5 shows the stoppage time
losses after analysis of data using Kaizen tools
and by de- veloping the skills of operators by
the training program. Table 6 shows the
calculated OEE after reduction of stop- page
losses (Fig. 12).

5 Results and discussion

Pareto analysis before and after the application

of Kaizen helped us to identify the
contribution of different factors to OEE of the
ring frame section. Table 5 gives the most sig-
nificant losses as identified by Pareto analysis.
It is clear that the most significant source of
loss is also idling and minor
Int J Adv Manuf Technol (2018) 94:239– 25
256
T ble 3 OEE at initial stage
a
Day

1 2 3 4 5 6 7 8 9 10

A Running time per shift (min) 480 480 480 480 480 480 480 480 480 480
B Downtime per shift (min) 0 0 0 0 0 0 0 0 0 0
C Loading time per shift (A − B) (min) 480 480 480 480 480 480 480 480 480 480
D Stoppage losses per shift (min) 32 30 31 50 38 36 35 40 42.5 41
E Operating time per shift (C − D) (min) 448 450 449 430 442 444 445 432 437.5 439
Defective amount (number) 97 106 112 106 106 102 108 124 95 109
F Output per shift (number) 3416 3317 3393 3483 3443 3487 3314 3393 3493 3363
G Rate of quality products (%) 97.16 96.80 96.70 96.96 96.92 97.07 96.74 96.35 97.28 96.76
H Ideal cycle time (min) 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11
I Actual cycle time (min) 0.13 0.13 0.12 0.12 0.12 0.12 0.13 0.13 0.12 0.13
J Actual processing time (I * F) (min) 430.76 418.27 417.34 424.93 420.05 428.90 420.88 427.86 419.16 424.07
K Operating speed rate (H/I * 100) (%) 86.52 86.52 88.70 89.43 89.43 88.70 85.91 86.52 90.92 86.52
L Net operating rate (J/E * 100) (%) 96.15 92.95 92.95 98.82 95.03 97.60 94.58 97.24 95.81 96.60
M Availability (E/C) * 100 (%) 93.33 93.75 93.54 89.58 92.08 92.50 92.71 91.67 91.15 91.46
N Performance efficiency (K * L * 100) (%) 83.19 80.42 82.45 88.37 84.99 85.68 81.25 84.13 87.11 83.58
OEE = M * N * G * 100 (%) 75.44 72.98 74.58 76.76 75.85 76.93 72.87 74.31 77.24 73.97
Average OEE (%) 75.09

stoppage, which is 82% of the total loss. The second Figure 14 shows the comparison of OEE, output ring
signif- icant loss is breakdown stoppage. Here, though the cops, defective ring cops, and production rate before and
percent- age of idling and the minor stoppage was after im- plementation of TPM. It is revealed that the OEE
increased from is increased from 75.09 to 86.02%. It is due to the
71.6 to 82%, the overall stoppage losses were reduced by reduction of stoppage losses and an increase of output ring
42.13%. cops. After the training program, operators became more
Figure 13 compares stoppage losses in two scenarios, concerned about production and small maintenance
namely before reducing stoppage losses and after reducing activities. As a result, the number of idle spindles was
stoppage losses. Before and after applying Kaizen, reduced, and output ring cops were in- creased by 11.36%.
stoppage losses were 375.5 and 217.5 min, respectively. The defective ring cops were reduced by 49.53% (from
The losses were reduced to 158 min for 10 days, 15.8 min 107 pieces to 56 pieces). It was due to countermeasures
per shift, and that were taken to reduce stoppage
47.4 min per day.

Fig. 7 Pareto chart for major 300 100

losses before applying Kaizen 90
250 80
70
Cumulative Percentage

60
200
Time (minutes)

50
40
150 30
20
100 10
0
50

0
Idling and Breakdown Yield loss minorReducedSet-up and Defects in speedadjustmentprocess
stoppage
Major stoppage loss
Cumulative Percentage
25 Int J Adv Manuf Technol (2018) 94:239–
256

Fig. 8 WWBLA work sheet for idling and minor stoppage

Man Machine Materials

Stoppage of m/c after full doff

Empty bobbin trays are not ready
Unskilled operator

Exceed target production

Lower no. of doffer Piles are originated through front roller Shortage of same colored empty bobbin

Traveler fly-out Lower no. of ring bobbin

Doffers are not

concerned about doffing time
Displacement of front roller Idling and minor stoppage

Excess end breakage

New order for finer count yarn
Adjustment of front roller Humidification plant failure

Higher RH in ring section

Measures Management Environment

Fig. 9 Fishbone diagram for idling and minor stoppage losses

Int J Adv Manuf Technol (2018) 94:239– 25
256

Verification
Verification

Verification

Verification
Why? Why? Why? Why?
Description of
1st factor for 2nd factor for 3rd factor for 4th factor for Countermeasure
phenomenon
phenomenon phenomenon phenomenon phenomenon

Size of
problem
83.0 mins /80
1.1 1.1 V-belts
hrs = Broken belts are
1. Main motor between machine
8.30 mins/ 8 replaced
is stopped pulley and motor
hrs = 8.30
mins loss per pulley are broken
shift

2. Twist change 2.1.1 Loose Broken gear is

pinion (TCP) is
2.1 2.1 TCP gear shaft 2.1.1
connection between replaced and TCP gear
broken is displaced nuts and bolts shaft is adjusted

3. Front roller 3.1 3.1 Piles are 3.1.1 3.1.1 Displacement Position of front roller
Breakdown bearing is originated of front roller is adjusted
losses broken through
front roller

4.1 Pressing of DCP gear is replaced

4. Draft change 4.1.1 Operator is 4.1.1.1
incorrect switch to 4.1.1 4.1. and training program
pinion (DCP) is 4.1 not awared about 1.1 Unskilled
run the machine is arranged for
broken by switch on/off button operator
operators
operator

Fig. 10 WWBLA work sheet for breakdown losses

Man Machine

Displacement of front roller

Breakage of V-belt

Unskilled operator
Displacement of TCP gear shaft

Loose connection between nuts and bolts

Adjustment of front roller position

Breakdown
losses

Piles are originated through front roller Adjustment of TCP gear shaft

Materials Measures

Fig. 11 Fishbone diagram for breakdown losses

25 Int J Adv Manuf Technol (2018) 94:239–
256
Table 4 Topics of training program for operators

Sl. no. Key focus Topics included Supporting literature

1 Ring frame • Basic operations of the ring frame

Ahmed et al. [3], Murugan et al. [70],
• Important machine parts and their functions Ishtiaque et al. [43], Khare [54], Klein
• Improvement of the productivity of the ring [56]
frame
• Improvement of the quality of yarn
2 Fundamentals of maintenance • Basic maintenance activities that should be done Gupta [37], Niijjaawan and Niijjaawan
by an operator [73], Al-Hassan et al. [5]
• Responsibilities of an operator in the ring
frame section

losses of the machine. The operators were more concerned result of taking countermeasures, stoppage time was
about the machine performance. It is noticed that when end reduced from 375.5 to 217.5 min.
breakage occurred in any spindle, the concerned operator According to Table 6, OEE is increased to 86.02% from
pieced together the ends of yarn at the breaking point, and 75.09% after countermeasures were taken. At the same
there was less chance to create a defective ring cop. time, the number of idle spindles was reduced and the
After taking countermeasure (shown in the WWBLA number of output ring cops was increased.
work sheet, Figs. 8 and 10), the stoppage losses were During the research period, the authors involved in this
reduced to study did not notice any organized company policy for the
21.75 min, and consequently, defective ring cops were re- training of operators. The operators and maintenance staffs
duced to 54 pieces per shift. The output ring cops were in- of the textile factory lacked the fundamental theoretical
creased to 437 pieces per shift. knowledge to examine and reduce stoppage losses and to
As a result of the reduction of stoppage losses as well as evaluate the OEE. On-the-job and off-the-job training may
for the improvement of OEE and product quality, the assist in developing the skill of operators and maintenance
production rate was increased by 23.93%. After staffs [35, 82, 96].
countermeasures had been taken, the stoppage losses per In this study, the off-line training program was arranged
shift were reduced to to develop the skill of operators. One pillar of TPM,
21.75 min, and consequently, defective ring cops were re- namely Kaizen, was implemented to the ring frame
duced to 54 pieces as well as output ring cops were machine in the textile spinning factory. As a result of
increased to 3847 pieces. The WWBLA work sheet (Figs. applying Kaizen, the stoppage time was reduced
8 and 10) displays the countermeasures that were taken to considerably. Reduction of
reduce stop- page losses to the ring frame of the spinning
factory. As a

Table 5 Data collection after

applying Kaizen Day Activity Losses Frequency Total loss
(min)
1 Doffing Idling and minor stoppage 3 15.6
Power failure Breakdown 1 5.6
2 Doffing Idling and minor stoppage 3 15.6
3 Doffing Idling and minor stoppage 3 15
DCP broken Breakdown 1 10.5
4 Doffing Idling and minor stoppage 4 20
5 Doffing Idling and minor stoppage 3 15
Front roller bearing was broken Breakdown 1 10
All end breaks Idling and minor stoppage 1 5
6 Doffing Idling and minor stoppage 3 15.9
Roving change Idling and minor stoppage 1 5.5
7 Doffing Idling and minor stoppage 4 20
Power failure Breakdown 1 5
8 Doffing Idling and minor stoppage 4 20.8
9 Doffing Idling and minor stoppage 3 15
Traveler change Setup and adjustment 1 8
Int J Adv Manuf Technol (2018) 94:239– 25
256
10 Doffing Idling and minor stoppage 3 15
Total loss (min) 217.5
25 Int J Adv Manuf Technol (2018) 94:239–
256
T ble 6 OEE calculation based on collected
a data
Day

1 2 3 4 5 6 7 8 9 10

A Running time per shift (min) 480 480 480 480 480 480 480 480 480 480
B Downtime per shift (min) 0 0 0 0 0 0 0 0 0 0
C Loading time per shift (A − B) (min) 480 480 480 480 480 480 480 480 480 480
D Stoppage losses per shift (min) 21.2 15.6 25.5 20 30 21.4 25 20.8 23 15
E Operating time per shift (C − D) (min) 458.8 464.4 454.5 460 450 458.6 455 459.2 457 465
Defective amount (number) 64 65 52 61 51 48 53 50 45 49
F Output per shift (number) 3978 3775 3912 3865 3727 3685 3920 3798 3889 3919
G Rate of quality products (%) 98.39 98.28 98.67 98.42 98.63 98.70 98.68 98.68 98.84 98.75
H Ideal cycle time (min) 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11 0.11
I Actual cycle time (min) 0.11 0.12 0.12 0.117 0.12 0.12 0.12 0.12 0.12 0.12
J Actual processing time (I * F) (min) 453.49 441.68 449.88 452.21 436.06 438.52 450.8 448.16 447.24 454.60
K Operating speed rate (H/I * 100) (%) 95.70 93.25 94.87 93.25 93.25 91.68 94.87 92.46 94.87 94.05
L Net operating rate (J/E * 100) (%) 98.84 95.11 98.98 98.31 96.90 95.62 99.08 97.60 97.86 97.76
M Availability (E/C) * 100 (%) 95.58 96.75 94.69 95.83 93.75 95.54 94.79 95.67 95.21 96.88
N Performance efficiency (K * L * 100) (%) 94.59 88.69 93.90 91.67 90.36 87.66 93.99 90.24 92.84 91.94
OEE = M * N * G * 100 (%) 88.90 84.33 87.73 86.46 83.55 82.66 87.89 85.19 87.37 87.96
Average OEE (%) 86.20

stoppage time, in turn, decreased throughput time and in- by the WWBLA (Figs. 8 and 10) work sheet, the root
creased machine performance. It is mentioned here that im- causes were identified, and corrective actions were taken.
plementation of the TPM strategy did not interfere with The reduc- tion of stoppage losses helped in decreasing the
sched- uled maintenance, rather it helped reduce the idle number of spindles, in the reduction of the defective
stoppage time losses and increased the productivity. It also bobbin, and in the increase of production. The key results
gave the opera- tors the opportunity to raise their skills on of the application of Kaizen were as follows:
fundamental back- ground on maintenance operations
relevant to the application of total productive maintenance. • The reduction of defective ring cops was 49.50%.
The stoppage time loss in the initial stage was 37.5 min • The increase of output ring cops was 11.36%.
per shift, whereas after implementation of TPM, it was • The production was increased by 23.93%.
reduced to • OEE was increased from 75.09 to 86.20%.
21.75 min per shift. After analyzing the causes of the
stoppage

Fig. 12 Pareto chart for major 200 100

stoppage losses after applying 180 90
Kaizen 160 80
Cumulative Percentage

140 70
120 60
Time (minutes)

100 50
80 40
60 30
40 20
20 10
0 0

Idling and Breakdown Yield loss minorReducedSet-up and Defects in speedadjustmentprocess

stoppage
Major stoppage loss
Cumulative Percentage
Int J Adv Manuf Technol (2018) 94:239– 25
256
Fig. 13 Six major losses status 300
before and after applying Kaizen
252.5
250

Time (MInutes)
200 178.4

150

100 83

50 31.1 31.5
8 8.5 0 00 00
0
Idling andBreakdown Set-up and Yield lossReduced speedDefects in
minor stoppage (failure loss) adjustment process
After reducing stoppage losses
Before reducing stoppage losses

6 Conclusions and recommendations for future ring cops. By applying Kaizen, the OEE of the ring frame
research section increased from 75.09 to 86.02%. The study can
further be extended in the following direction to shed more
Continuous improvement is essential for sustaining and light on TPM from the viewpoint of the textile and clothing
gaining a competitive advantage for manufacturing industries. industry:
As the textile spinning plant is a continuous processing unit,
the OEE depends on process stability as well as equipment • Section-wise Kaizen extension: We only focused on the
performance. The objective of this study was to examine the ring frame section of the spinning factory. Kaizen could
OEE of the ring frame section by identifying the related also be implemented in the winding, speed frame, draw
losses. Kaizen, one of the pillars of TPM, was applied to frame, and carding section to improve the OEE of these
improve the OEE of the ring frame. The six major sections.
stoppage losses identified in the manufacturing plant are • Possible implementation of rest of the TPM pillars:
breakdown or equipment failure, setup and adjustment, idling Apart from implementing Kaizen, other TPM pillars
and minor stoppage, reduced speed, de- fects in the process, such as autonomous maintenance [12]; planned
and reduced yield. The study revealed that Kaizen improved maintenance [46]; and safety, health, and environment
the productivity and enhanced the quality of [22] could be implemented in the factory in question.

Fig. 14 Comparison of OEE, 4500

output ring cops, defective ring 4000
cops, and production rate 3500 3847
3000 3410
2500
2000
1500
Number

1000
500
0

806.62
613.63

86.02 75.09 54 107

After
After Before After Before Before After Before
OEE (%)Output RingDefective ringProduction in cops/shift (piece)cops/shift (piece)(Kg/shift)
26 Int J Adv Manuf Technol (2018) 94:239–
256
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