My Team's Life in Jute Yarn Manufacturing!!! (Introduction)

It's been almost one year since I've been serving the Jute Yarn Manufacturing industry. My role is specifically achieving manufacturing excellence. As an Industrial Engineer, how was my journey here is all about this article.

First thing, obviously the manufacturing modality. All my life was in "Order to Make" life. Suddenly I stepped into a mix model of "Make to Sale" and "Order to Make". And also a B2B business. This was not a hurdle for me but this gave me the first guideline to achieve good Process Capability within the manufacturing process.

As this is a 'Process Layout" manufacturing industry, and I was always in a product layout manufacturing system, Life started a bit easily here. Almost nothing happens when a product is changed (compared to product layout).

I formed a team with Engineers from three different backgrounds. Industrial Engineer, Mechanical Engineer, and Textile Engineer (Yarn Manufacturing). Firstly they received an orientation on the shop floor under the guidance of the related department experts like Jute Assorting, Jute Batching, Production, Quality, and Maintenance. Later, I started their training in Industrial Engineering, Lean, Six Sigma, and a few soft skills.

My team made the first contribution by making a semi-auto roll releaser for the spreading machine to reduce workers' physical effort. Such a proud moment for me when the Production Head asked me to install the roll releaser on each of the machines ASAP!

By this time, the small group was formed to gather ideas for improvement. I must mention Mr. Nur Alam, (Mechanical Engineer) who brought up a few ideas and made a tremendous impact on energy savings as well as productivity improvement.

The whole Quality SOP was developed again to fix roles, responsibilities, frequency, and auditing system. It was a great team effort to implement and sustain the SOP, no quality claim has been received last three months.

My team implemented a Traffic Light System in the jute-assorting area so that poor performers could be selected for training. They implemented a Sliver roll conditioning tracking system to track the proper conditioning of the Sliver roll.

They achieved around 1.4 Cp Value at the back process, tracked downtime, and reduced by 70%+.

Gradually, this Young (garden fresh actually) is being deep-rooted in this sector.