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Minimization of long delivery time of shoe by integration of 7 qc tools And qc story formula: the case of sheba leather plc

Author: 
Haftu Hailu, Hideki Tabuchi, Hiroshi Ezawa, Kassu Jilcha, and Tewedros Hailu
Subject Area: 
Physical Sciences and Engineering
Abstract: 

The purpose of the project is to minimize existing long delivery time of shoe Venice model by integration of 7QC tools and Quality control story formula. At this time most of Ethiopian manufacturing industries are facing big challenges to exceed their customers’ expectations. For the reason that these industries could not achieve the delivery time that fixed by the customer. Sheba leather Industry PLC is one of Ethiopian leather and shoe manufacturing industry facing this problem. As well, generating skilled manpower capable of continuously solve problems analytically. At the time of the project, there was customer complaint. This was originated from not achieving delivery time of Venice model shoe. It takes more than three months to dispatch 240 pairs of Venice model shoe. In addition, there was concentration of wastes like transportation, waiting, defect and inventory. The methodology followed for this project is problem solving approach. Tensteps of quality control story formula integrated with quality control seven tools were used. The findings of the project after the completion of nine month implementation period, the team confirmed the result with set target by holding again process analysis. 38 activities were non-value adding that are wastes. Due to this reason, the delivery time is shortening by 18,236.55 min with 51.08 % improvement. In addition, process analysis and application of quality control process chart were familiarized. Any manufacturing industries can similarly use and follow the problem solving approach and 7 QC tools to eliminate wastes. Due to time constraint, the project is only focused on Venice model shoe, however there were more than 30 model shoe types. At the end, the cross functional team members should solve another chronic problem by practicing problem solving approach. The top management should monitor and evaluate the activities in order to sustain intermediate level kaizen implementation.

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