PROCESS OPTIMIZATION USING SIX SIGMA STRATEGY IN GARMENT MANUFACTURING

Abstract

Increasing competition among developed countries makes it increasingly pressing for the garment industry in developing economies such as Bangladesh to produce high-quality, defect-free products at competitive prices in order to remain globally viable. As one of the largest contributors to Bangladesh’s economy, the garment sector faces constant pressure to balance quality with efficiency while responding to fluctuating international demand. Within this context, the present study investigates the effectiveness of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology in optimizing the cutting process at Epyllion Group, a leading garment manufacturing company in Bangladesh. The choice of focusing on the cutting process was strategic, as this stage plays a critical role in determining dimensional accuracy, fabric utilization, and overall product quality. Even small errors in this stage can cascade into large-scale defects, increasing rework rates and operational costs.The research systematically identified inefficiencies that contributed to frequent production defects and heightened expenses. Among the most significant issues were fabric misalignment, which caused irregular cuts and waste; bundle mislabeling, which created confusion and delayed workflows; and inconsistent fabric tension, which compromised uniformity in cut panels. These problems were compounded by inadequate operator skills and limited preventive maintenance practices. To address these challenges, the study employed a structured data collection framework supplemented by analytical tools such as Pareto analysis and cause-and-effect diagrams. These techniques allowed the research team to isolate the root causes of the majority of defects and to design targeted solutions. The interventions included operator training programs aimed at enhancing technical precision, machine calibration and maintenance schedules to ensure equipment reliability, the installation of automated tension controllers to standardize material handling, and the introduction of standardized operating procedures to reduce process variation.

The impact of these measures was significant and measurable. Results following implementation revealed a 61.5% reduction in defect rates, which directly improved product quality and reduced waste. Machine downtime was cut by 66.7%, reflecting the success of preventive maintenance and calibration measures. Similarly, the product rework rate dropped by 55.6%, which not only lowered costs but also improved throughput and delivery reliability. Additional improvements were observed in measurement accuracy, which increased by 25%, and operator training scores, which rose by 38.5%, indicating that human capital development played a key role in sustaining process improvements. These results demonstrate the combined value of technological upgrades and workforce empowerment, showing that quality improvements in garment manufacturing require both structural and behavioral change.