DRIVERS FOR THE PRODUCTION DOWNTIME: A CASE

OF SRI LANKAN APPAREL INDUSTRY

R M I N KARUNARATHNE,

PGDBM 16/04

THESIS IS SUBMITTED TO THE FACULTY OF BUSINESS STUDIES AND

FINANCE OF WAYAMBA UNIVERSITY OF SRI LANKA IN THE PARTIAL
FULFILLMENT OF THE MASTER’S DEGREE IN BUSINESS
ADMINISTRATION (MBA)
 DECLARATION

“I, R.M.I.N Karunarathne, certify that this thesis does not incorporate without
acknowledgement any material previously submitted for a degree or diploma in any
University and to the best of my knowledge and belief and it does not contain any
material previously published or written by another person except where due reference is
made in the text”

Signature -............................................................

R.M.I.N Karunarathne (Reg. No. PGDBM/16/04)

Date -...................................

CERTIFICATION

I hereby certify that the thesis was prepared under my supervision by R.M.I.N
Karunarathne - Reg. No. PGDBM/16/04 entitled, Drivers for the Production Downtime:
A case of Sri Lankan Apparel Industry and fulfilled the conditions of the requirement for
the Degree in Master of Business Administration.

Signature - …………………………………………….

Mrs. A.K.D.N. Dilshani. Senior Lecturer,

Department of Business Management, Faculty of Business Studies & Finance, Wayamba

University of Sri Lanka Date - …………………....

1
 ACKNOWLEDGEMENT

Though only my name appears on the cover of this dissertation, I was fortunate enough to
obtain support and cooperation from many who helped me to make this academic venture
possible. I owe my gratitude to all of those people who have helped me throughout the
journey in numerous ways.

I extend my deepest gratitude to my supervisor, Mrs. A. K. D. N. Dilshani, Senior

Lecturer, Department of Business Management, Wayamba University of Sri Lanka, for
her excellent guidance, caring, patience and instruction extended to me from the
beginning to the completion of this dissertation.

I would like to pay a very special gratitude to the senior management and the Manager of
Human Resource and all the line leaders of Emjay International (Pvt) Ltd & Penguin
Sportswear (Pvt) Ltd, Bodyline (Pvt) Ltd and Inqube Global (Pvt) Ltd . And, I take this
opportunity to thank those who gave me tremendous support on this topic and who
encouraged me all the time for this Thesis.

I would like to thank my loving family and all the friends for profound understanding,
encouragement given to me without which this would not be possible. I warmly
appreciate the generosity and understanding of my family and my friends.

2
 ABSTRACT

Apparel industry in Sri Lanka has recorded a consistent development advancing from the
customary low-wage driven model into mind bogging worldwide recognized apparel hub
in South Asia. Even though, Apparel industry considerably contributes to the Sri Lankan
economy, pSince production downtime is the most significant burning issuea significant
importance in the apparel industry. With empiricalrelevant literature review review
identified that Machine Breakdown, Trims Receiving Delay, Color Shading Issues,
Embellishment Issues, Cutting Input Delay, Measurement Issues, Quality Issues,
Warehouse Issues, Planning Issues, Line Feeding Issues and Customer Issues are the
most common drivers that , it was identified that several variables can affect for
production downtime in Sri Lankan apparel industry. Though, there are many studies at
global level done for the investigating the drivers for the production downtime, especially
the situation of Sri Lankan apparel industry is overlooked by the Sri Lankan researchers.
Accordingly, this study aims to investigate the major drivers for production downtime in
Sri Lankan apparel industry. Therefore, this empirical investigation focuses on the
production downtime as the dependent variable and Machine Breakdown, Trims
Receiving Delay, Color Shading Issues, Embellishment Issues, Cutting Input Delay,
Measurement Issues, Quality Issues, Warehouse Issues, Planning Issues, Line Feeding
Issues and Customer Issues as independent variables. The views, concepts, findings
related to previous research findings, investigations and reports were reviewed and used
to develop finally concluded with the conceptual framework. Then operationalization has
done for identified dimensions and 51 questions used for evaluating them. The research
was a quantitative research and conducted in deductive approach. The target population
considered was 126 production supervisors / leaders in apparel sector. The sample size
was 70. The SPSS was used for analysis and the data has confirmed through the
reliability test. Data analysis was done by means of various statistical techniques,
including the Pearson Correlation Technique, and Multiple Regression Analysis and ,
factor analysis. Further coefficientinal results revealed that, Trims receiving delay (B

3
= .279, P < 0.05), Color shading issue (B=.288, P < 0.05), Embellishment Issues
(B= .114, P < 0.05), Machine Breakdown B= .404, P < 0.05) , Cutting Input Delay
( B= .184, P= 0.0 P < 0.05), Measurement Issues ( B= .351, P < 0.05) , Quality Issues (B
= .308, P < 0.05) , Warehouse Issues ( B .188 , P < 0.05) are the significant predictors of
positively correlated with Production downtime. Further, Line Feeding Issue, Planning
Issues and Customer Issues are identified as the insignificant predictors of production
downtime. as the significance level is more than 0.05. Finally, it is clearly identified
upstream downtime and internal downtime drivers are most significate variables
topredictors of production down time in Sri Lankan apparel industry. Implementation of
standard times and monitoring control systems in the Cutting, Sewing and Finishing
departments and Layout improvements in Cutting and Finishing and Generate sourcing
plans that keep inventories in sync with ever-changing forecasts and improving
communication among the all parties are helped to reduce the downtime and greatly
helped Sri Lankan manufacturing organizations to be more productive. Finally, the
findings of this study provide evidence for Top Managementdecision makers in the
private sector to take special attention for these predictorsvariables in getting correct
solution to reduce production downtime. However, it needs further studies for validating
similar models in the apparel sector and as well as in other sectors by utilizing large
sample size.

Keywords: Production Downtime, Drivers, Machine Breakdown, Trims Receiving Delay,

Cutting Input Delay, Color Shading, Embellishment, Measurement, Quality, Warehouse
Issues. Apparel Industry, Sri Lanka

4
Contents
CERTIFICATION................................................................................................1
ACKNOWLEDGEMENT....................................................................................2
ABSTRACT.........................................................................................................3
LIST OF TABLES................................................................................................9
CHAPTER ONE INTRODUCTION..................................................................11
1.1 INTRODUCTION TO THE CHAPTER.............................................11
1.2 BACKGROUND OF THE STUDY....................................................11
1.3 RESEARCH PROBLEM.....................................................................16
1.4 RESEARCH QUESTIONS..................................................................19
1.5 RESEARCH OBJECTIVES................................................................19
1.6 SIGNIFICANCE OF THE STUDY.....................................................19
1.7 CHAPTER ORGANIZATION............................................................21
1.8 SUMMARY OF THE CHAPTER.......................................................21
CHAPTER TWO LITERATURE REVIEW......................................................22
2.1 INTRODUCTION...............................................................................22
2.2 LITERATURE REVIEW....................................................................22
2.2.2 What is Downtime?..............................................................................23
2.2.3 How to Measure Downtime.................................................................23
2.2.4 Related cost of Downtime....................................................................23
2.2.5 Importance of the Downtime concept in the apparel industry.............24
2.2.6 Why is Production Downtime occurring?............................................26
2.2.7 Drivers for the Production Downtime..................................................27
2.2.7.1Machine Breakdown............................................................................27
2.2.7.2Quality issues.......................................................................................28
2.2.7.3Trims Receiving Delay........................................................................28
2.2.7.4Measurement Issues.............................................................................28
2.2.7.5Cutting input delay...............................................................................29
2.2.7.6Color shading issues.............................................................................29
5
 2.2.7.7Line Feeding Issues..............................................................................29
2.2.7.8Customer Issues...................................................................................29
2.2.7.9Warehouse Issue..................................................................................29
2.2.9.10 Planning issues..................................................................................30
2.2.9.11 Embellishment Issues........................................................................30
2.3 THEORIES RELATED TO CONCEPTUAL FRAMEWORK..........30
2.4 CHAPTER SUMMARY......................................................................36
CHAPTER THREE............................................................................................38
RESEARCH METHODOLOGY.......................................................................38
3.1 INTRODUCTION TO THE CHAPTER.............................................38
3.2 CONCEPTUAL FRAMEWORK........................................................38
3.3 OPERATIONALIZATION OF VARIABLE......................................40
3.4 POPULATION OF THE STUDY.......................................................42
3.5 SAMPLING METHOD.......................................................................42
3.5.1 Sample of the Study.............................................................................43
3.6 RESEARCH APPROACH..................................................................43
3.7 RESEARCH DESIGN.........................................................................43
3.8 SOURCES OF DATA AND DATA COLLECTION METHOD.......44
3.8.1 Primary data.........................................................................................44
3.8.1.1Questionnaire.......................................................................................44
Secondary data................................................................................................44
3.8.2 Validity and Reliability........................................................................44
3.8.2.1External Validity..................................................................................44
3.8.2.2Reliability analysis of the questionnaire..............................................45
3.9 METHODS OF DATA ANALYSIS...................................................45
3.9.1 Sample Distribution.............................................................................45
3.9.1.1The Likert Scale Method......................................................................45
3.9.1.2Correlation Coefficient Analysis.........................................................45
3.9.2 Descriptive statistics..............................................................................46

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 3.9.3 Factor Analysis....................................................................................46
3.9.4 Six Sigma Tool.....................................................................................48
3.10 OPEN-END QUESTION ANALYSIS................................................48
3.11 CHAPTER SUMMARY......................................................................48
CHAPTER FOUR..............................................................................................49
4.1 INTRODUCTION TO THE CHAPTER.............................................49
4.2 SAMPLE DISTRIBUTION.................................................................49
4.3 DATA ANALYSIS..............................................................................56
4.3.1 External Validity..................................................................................56
4.3.2 Reliability Result..................................................................................56
4.3.3 Descriptive Analysis............................................................................57
4.3.4 Factor analysis......................................................................................58
4.3.4.1Factor communalities...........................................................................59
4.3.4.2Factor Extraction..................................................................................59
4.3.4.3Scree plot..............................................................................................60
4.3.4.4Factor Rotation.....................................................................................62
4.3.5 Analysis of Dependent Variable............................................................62
4.3.5 Correlation Analysis for the Variables.................................................63
4.3.6 Multiple regression analysis.................................................................70
4.3.7 Root Cause Analysis of Production Downtime...................................74
4.3.7.1Root Cause Analysis for Machine Breakdown....................................75
4.3.7.2Root Cause Analysis for Trims Receiving Delay................................76
4.3.7.3Root Cause Analysis for Cutting Input Delay.....................................77
4.3.7.4Root Cause Analysis for Color Shading Issue.....................................78
4.3.7.5Root Cause Analysis for Embellishment Delay...................................79
4.3.7.6Root Cause Analysis for Warehouse Issue..........................................80
4.3.7.7Root Cause Analysis for Measurement Issue......................................81
4.3.7.8Root Cause Analysis for Quality Issue................................................82
4.3.7.9Root Cause Analysis for Line Feeding Issues.....................................83

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 4.3.7.10 Root Cause Analysis for Planning Issue...........................................84
4.3.7.11 Root Cause Analysis for Customer Issue.....................................85
4.4 OPEN- ENDED QUESTIONS............................................................86
4.5 CHAPTER SUMMARY......................................................................89
CHAPTER FIVE................................................................................................90
5.1 INTRODUCTION TO THE CHAPTER.............................................90
5.2 SUMMARY OF THE FINDINGS......................................................91
5.3 DISCUSSION OF THE FINDINGS....................................................92
5.4 IMPLICATIONS OF THE STUDY.........................................................96
5.4 RECOMMENDATIONS.....................................................................98
5.5 LIMITATIONS AND FUTURE RESEARCH DIRECTIONS.........102
5.6 CHAPTER SUMMARY....................................................................103
REFERENCES.................................................................................................104
Appendix- I.......................................................................................................108
Appendix - II.....................................................................................................116
Appendix-A......................................................................................................128
Appendix-B.......................................................................................................129

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 LIST OF TABLES

Table 1.1: Earnings from merchandise exports 14

Table 1.2: Defining SMEs in Sri Lanka 15
Table 1.3: Results of Pilot Study 18
Table 3.1: Operationalization 39
Table 3.2: Sampling Frame 42
Table 4.1: Sample Distributions 49
Table 4.2: KMO and Bartlett's Test 56
Table 4.3: Reliability Statistic 56
Table 4.4: Item Total Statistics 57
Table 4.5: Rank for the Primary Causes of the Production Downtime 57
Table 4.6 Communalities 57
Table 4.7: Total Variance Explained 60
Table 4.8: Rotated component matrix 62
Table 4.9: Summary of Production Downtime Information 62
Table 4.10: Correlation of production downtime and cutting input delay 64
Table 4.11: Correlation of production downtime and machine breakdown 64
Table 4.12: Correlation of production downtime and quality issue 65
Table 4.13: Correlation of production downtime and color shading issue 65
Table 4.14: Correlation of production downtime and embellishment issue 66
Table 4.15: Correlation of production downtime and line feeding issue 66
Table 4.16: Correlation of production downtime and warehouse issue 67
Table 4.17: Correlation of production downtime and planning issue 67
Table 4.18: Correlation of production downtime and customer issue 68
Table 4.19: Correlation of production downtime and trims receiving delay 69
Table 4.20: Correlation of production downtime and measurement issue 69
Table 4.21: Model Summary of Multiple Regression Analysis 70
Table 4.22: Coefficients 71
Table 4.24: Answers of the Q20, Q23, Q26, Q29, Q32, Q35, Q38, Q41, Q47, Q50 Open
End Question 85
Table 4.25: Answers of the Q21, Q24, Q27, Q30, Q33, Q36, Q39, Q42, Q48, Q51 Open
End Question 87

9
LIST OF FIGURES

Figure 3.1: Research Model 31

Figure 4.1: Gender Composition of the Sample 43
Figure 4.2: Age level of the sample 44
Figure 4.3: Service Period of the Sample 45
Figure 4.4: Number of Operations Performed 46
Figure 4.5: Educational Level of the Sample 47
Figure 4.6: Scree Plot 52
Figure 4.7: Causes an Effect Diagram of Machine Breakdown. 60
Figure 4.8: Cause Effect Diagram of Trims Receiving Delay 61
Figure 4.9: Cause Effect Diagram of Trims Receiving Delay 62
Figure 4.10:.Cause Effect Diagram of Color Shading Issue 63
Figure 4.11: Cause Effect Diagram of Embellishment Delay 64
Figure 4.12: Cause Effect Diagram of Warehouse Issue 65
Figure 4.13: Cause Effect Diagram of Measurement Issue 66
Figure 4.14: Cause Effect Diagram of Quality Issue 67
Figure 4.15: Cause Effect Diagram of Line Feeding Issue 68
Figure 4.16: Cause Effect Diagram of Planning Issue 69
Figure 4.17: Cause Effect Diagram of Customer Issue 70
Figure 4.18: Answers for the First Open End Question. 71
Figure 4.19: Answers for the Second Open End Question. 72

10
 CHAPTER ONE
INTRODUCTION

1.1 INTRODUCTION TO THE CHAPTER

The opening chapter mainly displays the motivation factors behind the thesis topic and
the intention of approaching such a subject. Further, the introduction context is enclosed
by different constituent elements namely background, problem discussion, research
questions, objectives, significance of the study, chapter organization, and finally a
chapter summary. The report structure consists of five chapters.

1.2 BACKGROUND OF THE STUDY

From the beginning of time to the present day, clothing has undergone numerous
transformations that, in most cases, have been due to the findings of new fabrics and
materials and, unquestionably, the trends that fashion dictates in general. To be able to
adapt to different climates, the human race needed clothing. From prehistory, humans
used materials that could be found in nature to make clothes for themselves. With time
technology of making clothes progressed. With the rise of technology and human mastery
in manufacturing textiles, clothing becomes more modern than simple sewn leather parts.
It becomes more practical and esthetically pleasing and it changes with culture and
fashion sense. Ancient time was the first period where such clothing appeared.
The clothing and textile sector is a significant part of the world’s economy. The global
apparel market is projected to grow in value from 1.3 trillion U.S. dollars in 2015 to
about
1.5 trillion dollars in 2020, showing that the demand for clothing is on the rise across the
world (Shahbandeh, 2020). The regional distribution of the demand share of apparel is
expected to stay mostly consistent in that period, although the Asia Pacific region had the
highest level of growth at four percent. The three world regions with the largest apparel
markets are the 28 member states of the European Union, the United States, and China, in
descending order (Shahbandeh, 2020).
11
In 2017, the apparel category with the highest level of global market growth
was sportswear at 6.8 percent (Shahbandeh, 2020). But due to the COVID-19, the global
apparel market is expected to decline from $672.3 billion in 2019 to $659.7 billion in
2020 at a compound annual growth rate (CAGR) of -1.9%. The market is then expected
to recover and grow at a CAGR of 8% from 2021 and reach $809.8 billion in 2023. Asia-
Pacific was the largest region in the global apparel market, accounting for 32% of the
market in 2019. Western Europe was the second largest region accounting for 28% of the
global apparel market. Africa was the smallest region in the global apparel market.
Exposure to international trade can significantly contribute to economic growth and
social development (Shahbandeh, 2020)
According to the announcements, Reportlinker.com announces the release of the report
"Apparel Global Market Report 2021: COVID 19 Impact and Recovery to 2030" - 17
billion in 2021 at a compound annual growth rate (CAGR) of 20.5%. The growth is
mainly due to the companies rearranging their operations and recovering from the
COVID-19 impact, which had earlier led to restrictive containment measures involving
social distancing, remote working, and the closure of commercial activities that resulted
in operational challenges. The market is expected to reach $842.73 billion in 2025 at a
CAGR of 7% (GLOBE NEWSWIRE, 2021).
Asia is strongly positioned as the world’s number-one garment exporting region. In 2018,
the region exported Garments, Textiles, and Footwear (GTF) goods to a value of $668
billion, accounting for approximately 63.7 percent of global exports. This dominant
position has enabled GTF exports from the region to grow by an annual average of 6.8
per cent from 1999 to 2018. The region’s strong growth initially took off in the People’s
Republic of China, which still accounts for about 36 per cent of garment exports. In more
recent years rising labor costs and demographic changes in China have led the sector to
expand in neighboring countries (ILO, 2015). Today, Asia hosts three of the world’s top
five garment exporters – namely China, the People’s Republic of Bangladesh and the
Socialist Republic of Viet Nam – and 11 of the top fifteen (ILO, 2017c).
Statistics from the Public Radio International (PRI) show that, Sri Lanka, Pakistan and
India pay low hourly wages for the clothing industry when compared with the USA,
12
Germany and Hong Kong. These findings give hidden meaning that most developing
countries are available with enough employees at low prices. In addition to that another
important fact is competition within the developing countries to maintain high product
quality levels within the apparel industry. In today’s world of ever-increasing
competition, organizations are forced to look for new ways to generate value. The tasks
of a manager of an apparel manufacturing firm have become quite challenging. The
growing international competition has put a lot of pressure on apparel manufacturers to
produce quality products at competitive prices and deliver them to the customer just-in-
time. The rapid change in fashion designs, varying order quantities and increasing quality
levels at lowest possible cost, demand the apparel manufacture to be focused on more
effective and efficient manufacturing processes for survival in an immensely competitive
market (Gamage, Vilasini, Perera, & Wijenatha, n.d).
Firm has to reduce the unwanted stoppages of production so as to maintain the steady
production level and to meet the demands in the market. Production may be stopped due
to many reasons like breakdown of machines, maintenance work, labour issues,
insufficient material supply, problems in the method of production etc. Excluding all
other factors like materials, method, man, etc... It is necessary to reduce the breakdown
(down time) of machines or equipment in the company for efficient nonstop production
to meet the demands (Kiran, Mathew, & Kuriakose, 2013).
The textile and garment sector is the largest source of foreign exchange. The textile
industry is also the largest employer in Sri Lanka. According to the industry capability
report - 2020 there are 300-350 manufacturers companies in the apparel industry. There
are huge competitions among them to achieve market share and survival because foreign
customers placed their order based on cost (Industry capability report-2020).
However, not all the companies could follow the strategies for survival in the competitive
world. Once orders are placed to the company production and delivery plan is planned
based on company capacity. But Production downtime directly affects the production.
Unplanned losses such as Trims Receiving Delay, Color Shading Issue, Machine
Breakdown, Measurement Issues, Quality Issues, Line Feeding Issue and Worker
Disputes are reducing the productivity which is planned in the initial stage. Productivity
13
losses influence the achieved garment final deliveries. If companies are unable to deliver
the garments on time, customers are down ratting those companies. It is impactful to
reduce the order from customers (Kiran, Mathew, & Kuriakose, 2013). That portion
moves to another company and competition will be occurring among the industry.
Therefore, production downtime is directly affected by the company's survival in the
industry (Kiran, Mathew, & Kuriakose, 2013). Furthermore, a company has a cost
advantage when it can produce a product at a lower cost than its competitors, then they
can lower their prices below those charged by competitors to attract more customers and
gain market shares. Therefore down time is unnecessary losses to the company and
companies need to give their focuses to minimize this kind of production downtime
(Shahbandeh, 2020).
Table 1.1: Earnings from Merchandise Exports

Source: Central Bank of Sri Lanka, 2019

Among the Asian countries one of the most significant contributors has been given by Sri
Lanka to the world economy and towards the Sri Lankan economy, the Apparel Sector
has shown steady growth over the past three decades. When Sri Lanka liberalized its
economy in 1977, the country’s garment industry
14 took off immediately. Initially quota-
hopping East Asian garment exporters, attracted by the country’s liberal trade regime,
relocated their already well-established garment businesses to Sri Lanka. The apparel
industry is an important contributor to the Sri Lankan economy. It has become Sri
Lankan leading export industry since 1986 (Dheerasinghe, n.d). Apparel sector is one of
the largest industries in the country’s economy. There are manufacturers and exporters of
apparel under the large-scale category as well as small, medium and micro scale
categories. Most of the export-oriented clothing factories are SMEs and majority are
located in the Western Province of the country.
The listing operation of the Economic Census conducted in 2013/2014 provided a strong
base to define SMEs logically which may be acceptable to all the agencies. The final data
of the listing operation was plotted and analyzed against each variable identified to define
SMEs, but the distribution of establishments against the number of persons engaged was
proved to be the most reliable and consistent variable identified to define SMEs of the
country. Further, the Industrial and construction sector, trade sector, and the service
sector gave rise to substantially different distributions, and as such different thresholds
were identified for each of those sectors to define Micro, Small, Medium, and large
establishment as follow,
Table 1.2: Defining SMEs in Sri Lanka

Major Economic Sector SME Groups Criteria (Number of Persons Engaged)

Micro 1 to 4
Small 5 to 24
Industry and construction
Medium 25 to 199
Large 200 and above
Micro 1 to 3
Small 4 to 14
Trade
Medium 15 to 34
Large 35 and above
Micro 1 to 4
Small 5 to 15
Medium 16 to 74
Large 75 and above
15
 Services
Source: Economic Census Department of Sri Lanka-2013/2014

Number of research studies published in the apparel manufacturing sector for enhancing
organizational performance and enhancing productivity in terms of labor productivity,
but there is limited consideration to identify why factories record production downtime
without achieving target efficiency for the day and not find the major reason for
production downtime or lost hours due to internal and external reasons. Due to paucity of
studies done to investigate the critical factors for production downtime, not only in Sri
Lankan context, but also in global, this study is an initial attempt to vacuum that gap.
Also, this study is carried out in larger sector apparel companies, due to the covid-19
apparel companies of other scales having closed or stopped the production. Therefore,
researchers have selected larger scale apparel companies.
Selected apparel companies are capable of producing above 50000 pieces and Standard
Allocated Hours (SAH) above 3500 per day. When observing the sewing floor and daily
production efficiency reports there was an unsolved problem within the sewing floor due
to increasing number of production downtime.
When conducting initial discussion with production managers, they reviewed that
increasing the number of production lost hours is the main reason to reduce achieving
daily target level. Finally, this situation affects factory efficiency level and directly it will
impact plant sales. The management is expecting continuous efficiency improvement, but
they are unable to achieve it because of lost hours. Accordingly, it was discovered that
this kind of study will helps to identify major reasons and causes for production
downtime and as well as to give recommendations for minimizing lost time.

1.3 RESEARCH PROBLEM

In this competitive world, manufactures always try to make their productions a top
priority. Unplanned downtime is the major contributing factor for loss of profit. Today
the global apparel industry has to face various economic conditions such as global
16
competition, declining profit margin, customer demand for high quality products, product
variety and reduced lead time etc. (Shahbandeh, 2020). To face such scenarios
companies, need to utilize their resources efficiently. In this situation, most of the
company's target is to achieve a high production efficiency level to increase their
production. But some internal and external factors may hinder the achieving target
efficiency while increasing the number of lost hours (non-productive hours).
That in any manufacturing company the two basic types of wastes are material waste and
time waste. In order to maximize profit margin, it is necessary to minimize all types of
waste (Karim, 2013). Jone (2000), (cited in Karim, 2013) explained that in order to gain
competitive advantage it is necessary to achieve shorter lead time and it is possible
through reduction of waste of time or eliminating non value added activities. Any
Garments industry can maximize their profit margin by reducing all types of waste. So,
there is a scope of applying lean manufacturing tools and techniques in this sector in
order to reduce waste and increase productivity (Karim, 2013).
In the Apparel Manufacturing Industry, the main raw material is fabric; others are
different types of trimming and accessories. Moreover, fabric and labor cost are basically
the main cost factor in the apparel industry after paying for energy and operational
expenditures for day-to-day operations. Operational wastages in the Apparel
manufacturing process are top surface rework, printed label rework, sewing defects,
pinhole rework, fabric defects, improper fly shape, and other reworks. These kinds of
operational wastes effect on increasing production downtime while achieving production
drops and other causative factors all over the apparel manufacturing sector. (Karim,
2013).
At the initial stage of this study, researchers conducted the pilot study to reveal whether
production downtime is a common phenomenon of the industry. Accordingly, it was
revealed that selected plants were spending huge amounts of money on payment of their
direct and indirect overheads. Companies pay for man, machine and material in various
categories to get optimum utilization of men, raw material, machines and space.
In this situation if the company doesn’t achieve standard efficiency level if the number of
production downtime increases means they are not utilizing their resources to achieve
17
their target. If they can’t achieve daily plan efficiency means they are not utilizing what
they pay for outside. On the other hand, this inefficiency situation leads to increasing
company waste. They waste production time by appearing in many production
downtimes.

Table 1.3: Results of Pilot Study

Company Planned Overall efficiency Actual Overall
efficiency
A 54% 45%

B 73% 57%
C 56% 48%

Above table shows the difference between planned efficiency and actual efficiency of
selected companies for the 2019/2020 financial year. It was clear that the factories which
operated lower efficiency levels than planned efficiency levels. This situation happened
due to inefficient usage of both resources and time. Sometimes plants planned to work
overtime to achieve their monthly target.
If the line efficiency is continuously decreased, it merely decreases the factory efficiency.
Therefore, continuous lack in achieving targets in efficiency will be a great shock to the
organization. If the management expects continuous efficiency level achievement, they
are facing big issues with continuous lost time records in daily efficiency reports.
Furthermore, management can’t hit their customers target and sales also drop.
However, the unplanned stops are the most common unexpected factors that effect on the
overall productivity. The requirements of outstanding performance force, companies need
to reduce their total downtime frequency. FurthermoreFurthermore, it is observed that
there is a little empirical evidence regarding Drivers for the production downtime: A case
of Sri Lankan Appeal Industry. Through the systematic literature review, it was revealed
that, there are many studies at global level done for the investigating the drivers for the
production downtime. However, in the Sri Lankan
18 context, identification of main drivers
for the production downtime especially in Sri Lankan apparel industry is overlooked by
the Sri Lankan researchers. Accordingly, this research is considered as the initial attempt
to fill For this study it is aimed to reduce the that empirical research gap regarding this
matter. Therefore the study conducted to assess the factors that affect the production
downtime. The findings of this research contributed to establish new knowledge by
reducing the knowledge gap which exists in drivers that can be affected to production
downtime in Sri Lankan Appeal Industry.
Therefore, this study was done to answer the research problem of;
What are the major drivers for production downtime in the Sri Lankan apparel industry?

1.4 RESEARCH QUESTIONS

To what extent the upstream disturbances affect for the production downtime in Sri
Lankan apparel industry?
To what extent the internal disturbances affect for the production downtime in Sri Lankan
apparel industry?
To what extent the downstream disturbances affect for the production downtime in Sri
Lankan apparel industry?
What are the recommendations that can be drowned to mitigate the production downtime
in Sri Lankan apparel industry?

1.5 RESEARCH OBJECTIVES

The main research objective of the study is.
To investigate the major drivers for production downtime in Sri Lankan apparel industry.
The specific objectives of the study are.
To study how the upstream disturbances affect for the production downtime in Sri
Lankan apparel industry.
To study how the internal disturbances affect for the production downtime in Sri Lankan
apparel industry.
To study how the downstream disturbances affect for the production downtime in Sri
19
Lankan apparel industry.
To draw possible recommendations that can be used to overcome the issue of production
downtime in Sri Lankan apparel industry.

1.6 SIGNIFICANCE OF THE STUDY

Planning department in the selected organization determined target efficiency level and
planned Standard Allocated Hours (SAH) to achieve using planned resources allocated
for delivering customer orders on time. If the factory daily efficiency level may go to
below expected efficiency level due to recording production downtime continuously,
effects on failures in on time delivery, excessive cost on overtime. In addition to that if
the company is unable to ship on shipment date. This may occur to increase payment on
air transportation costs. Maintaining line efficiency is more beneficial to the factory.
Because the global garment and textile industry is growing rapidly not only does that
factory need to face sharp competition within the local apparel manufacturers.
Real situation is buyers may offer their order on basically considering SAH earned and
their cost. To face this situation definitely factories, need high consideration on
enhancing their line efficiency by identifying bottlenecks in enhancing production line
efficiency. There is a critical situation at selected factories when considering the
2019/2020 financial year, which is a negative gap between the expected daily efficiency
and actual daily efficiency in the sewing area. Overall factory monthly efficiency is
affected from this daily factory efficiency loss. This happens due to huge amounts of lost
time due to several reasons such as flow interruption, machine breakdown, input delay
etc. This research study will aim to find out what is the most affecting reason for
interrupting daily efficiency loss when compared with expected efficiency level. In
this situation, reducing production downtime is necessary. Therefore, this research will
be helpful for the beneficiaries such as the management of the apparel company to
identify the drivers of downtime.
At the time of the study, garment manufacturers in Sri Lanka faced increased pressure
from international buyers to improve product quality and to meet stringent production
delivery schedules, along with growing concerns from Western consumers regarding
20
factory conditions and labor standards. A large portion of Sri Lanka's factory work is
provided by women. In Sri Lanka, the apparel industry provides direct and indirect
employment to around 300,000 and 600,000 people, respectively. Women account for
around 78% of the industry workforce and perform routine work mostly, such as sewing
machine operation. As well as these days the apparel industry is facing COVID-19
situation. Therefore, the Sri Lankan apparel industry has many challengers with other
countries. In this situation there is a huge competition among Sri Lankan industry and
other foreign factories to get orders. Under this situation the Sri Lankan apparel industry
needs to minimize other losses. Therefore this kind of research helps to minimize the
production downtime and achieve the competitive advantage among the world-class
apparel industry.

1.7 CHAPTER ORGANIZATION

This thesis is composed of five chapters.
Chapter One- Chapter one comprises introduction of the selected organization,
background of the study, research problem, what are the objective of the study, how it
significance for various persons and chapter organization of the study.
Chapter two -This chapter discussed various authors and researchers who have proposed
theories and concepts of performance measurement in the apparel industry and reasons
for production downtime. Selected theories and concepts reviewed by literature chapter.
Chapter three- This chapter basically describes the conceptualization and
operationalization, how to research design furthermore it describes data collection
methods population and sampling, data that is used in study, data presentation and
analysis and analysis tools.
Chapter four- Chapter four deeply examine research objectives based on the collected
information from the questionnaire it consist data presentation, analysis finally discussion
of the research with regard objectives of the study
Chapter five -At last, conclusion and recommendation chapter will be concluded research
21
findings and presented researcher’s recommendations with the chapter summary.

1.8 SUMMARY OF THE CHAPTER

In this chapter, the background of the study, research problem, four research questions,
research objectives, organizational, national and individual significance of the study and
summary of other chapter organization are included. This chapter covered all the
important background areas of the study.

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 CHAPTER TWO
LITERATURE REVIEW

2.1 INTRODUCTION

The past experience has always helped to identify the gap of the research area. In this
context, a review is made of the existing relevant literature available on the topic. This
literature review helps the particular researcher to assess the existing knowledge related
to the research. This chapter examines the concept of production downtime, how to
measure Downtime, what are true downtime costs, why is downtime occurring, major
determinants of the downtime in Apparel industry and Sri Lankan Apparel industry based
on the empirical research findings.

2.2 LITERATURE REVIEW

2.2.1 Sri Lankan Apparel Industry

Apparel industry is the industry which makes ready to wear clothing (Khairul Bashar.,
2016). The Apparel industry is the industry which involves the sections like research,
design, development, manufacturing and distribution of textiles, fabrics, and clothing
(Sayed, 2015). The Apparel industry was one of the first sectors to benefit from the
targeted use of enzymes for the removal of impurities and for modifying the physical
properties of textile fibers (Nicolas and Berrin, 2014).
The Annual Survey of the Industries of Sri Lanka reveals that manufacturing is
dominated by having 98.5% of the industrial establishments and 20% of them contain
apparel production (Department of Census and Statistics, 2013). According to the Joint
Apparel Association Forum, Sri Lanka has always been recognized many times for its
magnificent accomplishments at majestic forums for its excellence in quality
manufacturing, green manufacturing and quick delivery of service (Sri Lanka apparel
industry beyond 2015). Besides, several of Sri Lanka’s leading apparel manufacturing
companies have received international accolades over the years for their dedication and
commitment towards earth- friendly initiatives alongside their core business
responsibilities (Jayatilake & Withanaarachchi, 2016).

23
2.2.2 What is Downtime?
Downtime is the period in which a system or machine is out of order. In the
manufacturing industry, it refers to the period in which a company’s factory is not
producing products. This can hurt a company’s bottom line and profit margins, as often
downtime is unplanned and occurs while normal business functions continue, including
paying employees and ordering material to manufacture products. (Lachance, 2019)
Downtime is an important subject in manufacturing because of its link to productivity
and business profitability. Reducing downtime in production processes, including plastic
manufacturing, therefore has become a necessity since it also serves the purpose of
maximizing machine up time. This is because productivity rises as the use of productive
equipment increases (Riggs, 1987). Hechtman. (2011b) has defined downtime as any
event that stops planned production for a period.
Sarkar, (n.d), defines non-productive time/ production downtime as time that is spent by
an operator without producing any garment (standard minutes) like 'set up time' is called
nonproductive time. He further explained several reasons for these nonproductive times
in garment production such as line setting, Machine Breakdown, cutting not available,
Stitching Quality issue, Cutting quality problem, Power failure, Change of Feeding Plan.
2.2.3 How to Measure Downtime
The number of users affected multiplied by the percent effect on productivity multiplied
by the average profit per employee hour multiplied by the duration of downtime equals
the downtime impact (Work Optimization, n.d).
2.2.4 Related cost of Downtime
True Downtime Costs- Downtime is simply a period during which machinery or
equipment is not working and production is stopped. It could be due to a power outage, or
a piece of machinery that breaks down, an accident on the line, and so forth. A
company’s “true downtime costs,” or TDC, are the total wasted business support costs
and lost business opportunities sustained while production is on hold, as well as the
resources needed to fix the cause of the downtime incident. Generally, downtime is
divided into two categories: tangible and intangible (VIRA, n.d.).

24
Tangible Downtime Cost - Tangible downtime costs are relatively easy to quantify. For
starters, there is the most obvious one: lost production. Every minute of downtime is a
minute when the company is not creating a product that contributes to profit. A related
tangible cost is lost capacity. When a plant is running at capacity, the business may need
to expand—to hire more people, buy more machinery, etc., all which costs money.
Reducing downtime creates extra revenue that can be used to build additional capacity;
experiencing downtime takes away from that ability to expand capacity. Tangible
downtime costs also include direct labor. During downtime, the staff is still on the clock,
so the company produces less using the same amount of labor at the same cost.
Downtime also sucks up the time of mechanics and technicians forced to put out
(figurative) fires instead of using their time to make permanent repairs and improvements
to the equipment (VIRA, n.d.).
Intangible Downtime Cost - The more elusive aspect of true downtime costs is intangible
costs. Intangible costs are harder to quantify but may often be costlier to the company
overall. Here’s an example. Downtime affects responsiveness; less downtime allows a
company to be more responsive, enabling it to satisfy its customers more efficiently. And
then there’s stress. Increased downtime causes stress for both machines and employees.
Everyone performs best in a stress-free environment the stress downtime causes prevent
company’s employees from functioning as efficiently as possible. Downtime can also
dampen innovation. When everyone is stressed out and playing catch-up, they don’t come
up with great innovative ideas that could bring down costs or increase staff productivity.
These intangible costs, although much harder to quantify than the tangibles, affect a
company’s performance just as negatively (VIRA, n.d.)
2.2.5 Importance of the Downtime concept in the apparel industry.
In this competitive world, manufacturers always try to make their productions a top
priority. Production efficiency is vital in this regard. Unplanned downtime is the major
contributing factor for loss of profit even with new technologies. Unplanned downtime
occurs by machine breakdown, delaying materials, failures, and defects. The overall
production depends on the effective operation of machinery, tools etc. Equipment
downtime occurs mostly due to unplanned actions. To maximize profits, companies have
25
made operational efficiency a top priority. Even if a company has installed new
technological methods, more often the planned production does not exceed 50%. This
may be due to the downtime of failures, defects, and machinery problems. However, the
unplanned stops are the most common unexpected factors that affect the overall
productivity. The requirements of outstanding performance force companies need to
reduce their total downtime frequency. (Nallaperuma, Ekanayake and Manage, 2018).
According to Immerman (2018), for most manufacturers, downtime is the single largest
source of lost production time. As you probably already know, Downtime is any period
of time when a machine is not in production (quite literally, down). Downtime can be
categorized to help identify patterns in machine performance. It receives a high level of
attention since equipment failures and breakdowns are highly visible. However, as visible
as downtime often is, most companies significantly underestimate their true downtime,
and over 80% of companies are unable to calculate their true downtime costs correctly.
To that end, not all downtime is created equal; in reality the greatest expense is caused by
unplanned downtime. Unplanned downtime is downtime that occurs unexpectedly or as a
result of a failure (for example, a hardware failure or waiting on appropriate materials to
complete a task). Common categories of unplanned downtime include excessive tool
changeover, excessive job changeover, lack of operator, and unplanned machine
maintenance. When unplanned downtime occurs, no value is being produced but the cost
of overhead operations continues to grow, which directly impacts a company's bottom
line. Thus, the unplanned downtime Pareto is difficult to produce. It requires
understanding all downtime that occurs on a machine, and not just the ones that we can
gather through the machine's PLC/Control. All of these various reasons are visualized to
team in a way that makes understanding your top reasons for downtime and the action
that needs to be taken as simple as possible. A team can focus their efforts on reducing
the time it takes to perform one. Take it a step further and use the downtime data to look
at which changeovers are the biggest pains, and then potentially plan longer production
runs of a certain product to minimize the number of changeovers to that product type.
According to Brand (2020), there are many reasons why understanding downtime costs
are important to optimizing day to day operations throughout production. For example, if
26
you are aware that a six-hour outage for a major repair will cost $500,000, you will take
preventative measures to avoid this outage as smaller scheduled repairs that consist of 20-
30 minute stops and have a much smaller price tag. By understanding the importance of
downtime costs manufacturers can make data-driven decisions with confidence.
Operations teams can avoid unnecessary costs and extensive planning and preventative
actions can be taken to avoid significant amounts of unplanned downtime.

2.2.6 Why is Production Downtime occurring?

The smooth running of a manufacturing system depends on the reliability of all human
elements, machines, equipment, and material handling systems and other value adding
processes and management functions throughout the manufacturing system. To keep the
system performance consistent, an integrated harmonious approach to man, machine,
process and management is vital, which in practice, is rarely achieved. Irrespective of the
availability of modern technology and techniques, most manufacturing organizations still
face undesirable events and unwanted setbacks such as machine breakdowns, material
shortages, accidents and absenteeism that make the system unreliable and inconsistent
(Monostori, Szelke, and Kadar, 1998). In essence, the smooth running of a manufacturing
enterprise presents a significant challenge irrespective of the technological and human
resources it may have at its disposal. Every organization faces undesirable events and
unwanted setbacks (internal and external) in its day to day operations. The definition of a
disturbance adopted for this research is “an undesirable or unplanned event that causes
the deviation of system performance in such a way that it incurs a loss (Ariful, 2008).
Disturbance mapping is seemingly difficult for a number of reasons; people have an
effect on a process no matter how formalized the process is, processes change with time
and are affected by the internal and external environment of the system, disturbances
change their pattern of occurrence because of interventions by the system itself and
finally, different disturbances exert different outcomes. A manufacturing system involves
a complex mix of people, processes, equipment, configuration, and coordination. Dealing
with a disturbance, in fact, requires identification of certain parameters that turn a
disturbance into a risk situation. The leading author of this paper has developed a model
27
to describe the causes and consequences of a disturbance and he published the model
elsewhere (Islam, 2011).

2.2.7 Drivers for the Production Downtime

2.2.7.1 Machine Breakdown

Machines are essential to modern technology. Machine breakdown is a common cause of
production delay affecting delivery schedules. Considering the importance of meeting
delivery dates, a competitive enterprise cannot afford penalties for delay due to machine
breakdown (Hiba, 1998). Breakdowns are the most common causes of efficiency loss in
manufacturing. Eliminating unplanned downtime is critical to improving Overall
Equipment Efficiency. It is not only important to know how much Down Time your
process is experiencing (and when) but also to be able to attribute the lost time to the
specific source or reason for the loss. (Kiran, Mathew, & Kuriakose, 2013) “Machine
down-time affects production and causes delays. Machine maintenance should, therefore,
be planned and coordinated with supervisors and workers'' (Hiba, 1998)

2.2.7.2 Quality issues

High quality garments always deserve the attention of your customers. Manufacturing
garments of quality speaks of a well-organized enterprise and of committed workers.
Good quality garments will increase the reputation of your enterprise and also its
competitiveness. Quality products can reach international standards more easily, open
new markets and this means new customers. Quality starts at cutting: good quality cutting
reduces costs, throughput time, and material handling and improves efficiency (Hiba,
1998).
Ahmed, Acharjee, Rahim, Sikdre, and Akther (2013) explained some quality defects
which are found within the sewing section: broken stitch, loose tension, uneven stitch,
run off stitch, slanted, high/low & puckering etc.

28
2.2.7.3 Trims Receiving Delay
Hiba, (1998) explained the numerous benefits of managing storage handling including
recovery of space for production, more efficient materials flow, faster capital turnover,
improved inventory control, reduction of time lost on unproductive work and a more
orderly and attractive factory. Materials are necessary for most types of manufacturing
and production, so when a system is starved, meaning it does not have enough material to
make a product, downtime will occur (Lachance, 2019).
2.2.7.4 Measurement Issues
According to Hiba, (1998), his study found that Soft cardboard wears very quickly with
use and the pattern profile changes, thereby producing incorrect shapes and measures and
increasing the amount of sewing time necessary to fit panels. Special cards, plastic or
resin boards should be used for patterns. Further he introduced a method to avoid
measurement issues that was Identify each pattern with its garment name and size to
avoid mistakes.
Wrong gradation of sizes, difference in measurement of a garment apart from others, for
example- sleeves of XL size but body of L size. Such defects do not occur and have to be
seen too (Gopalakrishnan, and Nayak, 2008).
2.2.7.5 Cutting input delay
In weekly meeting and daily morning meeting, production team discussed about cutting
plan for the week. On this meeting, cutting manager get intimations of which orders are
in pipeline. But ultimately, actual plan is given one day advance.
As in export business, most of the time fabrics sourcing is get delayed and factory miss
the planned cut date (PCD), cutting managers get cutting plan one day before in the
evening. If the cutting department can’t hit the plan there is a cutting input delay.
(Prasanta Sarkar, 2013).
2.2.7.6 Color shading issues
Color defects that could occur are the difference of the color of the final produced
garment to the sample shown, accessories used are of wrong color combination and
mismatching of dye amongst the pieces (Gopalakrishnan and Nayak, 2008).
29
2.2.7.7 Line Feeding Issues
Sarkar (2014) introduced Due to poor preparation prior to line setting, line setting time
increases.
2.2.7.8 Customer Issues
The appeal industry is continuously changing, which makes it difficult for market players
to stay updated with current trends, consumers, and market needs. Players who can adapt
the change with time are the only ones who are going to be in the game for long.
Customers want to know about the brands, fabrics, and styles they’re interested in. They
are demanding quality products at a fast pace. For apparel brands and retailers, it’s quite
difficult to match their products with changing consumer behavior, trends, and choices.
Liz Bacelar (2019).
2.2.7.9 Warehouse Issue
Fabrics, trims and accessories get in-housed at last. Goods are passed through quality
checks before using in product or cutting. Unorganized factories mostly source fabric
from power looms and face quality related problems. It may be shade variation/matching,
wrong GSM quality, low quality print etc. If an inferior quality of raw material is found,
fabrics are sent for re-processing or resourcing. It caused a further day in PCD
(production cut date) (Sarkar, 2011).
2.2.9.10 Planning issues.
This contribution deals with production planning problems of fashion apparel products.
Fashion apparel products belong to the most important consumer goods. Global retail
revenues amounted to $1,032 billion in 2009 and are expected to grow to $1,163 billion
by 2016 (Datamonitor, 2010).
2.2.9.11 Embellishment Issues
Textile embellishment refers to the process of adding color, pattern, texture or design to
fabric through the use of outside mediums such as thread, ribbon, sequins, yarns, buttons,
buttonholes and more (Atwood, 2008).
2.3 THEORIES RELATED TO CONCEPTUAL FRAMEWORK
There have been many research that use production time when evaluating production
performance, and many methods have been developed for calculating manufacturing cost.
30
When it comes to continuous improvements, there are many approaches and philosophies
at hand. One of the most widely used is Lean Production, focusing on reducing waste by
introducing standards and reducing stocks and buffers. In connection with Lean
Production, companies today often implement Total Productive Maintenance (TPM)
based on Overall Equipment Efficiency (OEE), originally defined by
Nakajima.Ljungberg in 2012 discusses the importance of using a well-functioning data
collecting system, without which there would be a high risk that the data used for
calculations and verifications cannot be used to correctly describe the system.
Furthermore, an analysis could never be better than the information used. In the article
Ljungberg in 2012 also mentions that the dominating losses in the actual survey were
performance losses and downtime losses. Below follow other methods where time is used
as one important feature when evaluating the production and calculating the
manufacturing cost. One method was established at Harvard Business School, the Time-
Driven Activity- Based Costing, which uses a developed ABC model based on time.
Kaplan and Anderson (2003), present a concept method for calculating the unit cost. This
model is used for estimating the overhead cost of products more than cost associated with
losses in performance. Productivity, the differential between output and input, is a
common key performance figure when evaluating production. Craig, Harris and Clark
(2012), describe a method for calculating both total productivity and partial productivity
based on input, such as the cost of labor, raw materials and purchased parts, and output,
such as the selling price of the physical volume. This method was refined by Son Young
and Park with further parameters taken into consideration. Reducing downtimes to
improve efficiency is a well-known concept, but the implementations vary considerably.
Murty and Naikan (2012), suggest that it is easy to overspend when investing to reduce
downtimes, and present a method used for evaluating the optimum availability. The
foundation in the method reported in this article is based on a downtime analysis that is
connected to an economical equation. It is then possible to find out the cost of different
downtimes and simulate the possible profit when reducing them. This analysis is similar
to the one presented by Heilala et.al (2009), which is based on OEE and Cost on
Ownership.
31
Mattson, & McFarlane’s study (2011) explained a disturbance is a change occurring
internally or externally to a production system, which can affect its operational
performance, and is either outside its control or has not been planned by the system.
Barroso, & Wilson’s study (2011) introduces Causes of disturbance in manufacturing
systems that may be related to technical, organizational, planning, and operational
factors. Further this area was studied by several researchers. Frizelle’s study (2011),
explained types of disturbance in production systems are evaluated in three basic groups.
Upstream disturbance: Material quality problems, supplier production problems,
materials delivery delays, material property variations, incorrect deliveries.
Internal disturbance: Control and communication system failures, operator errors and
omissions, material ordering errors, material stock control problems, machine
breakdown, variability in machine performance, unavailability of labor and material
handling equipment failure.
Downstream disturbance: Rush orders, changes to orders, customer production
problems, and demand variations, forecasting errors, finished goods delivery delays, lost
stock and poor stock monitoring.
According to Ingemansson, & Bolmsjö’s study (2011) various researches conducted on
production disturbances show that only 50-50 per cent of total production time is used for
manufacturing and the rest of the time is wasted in different disturbances (Yucel, 2011).
Among the very few studies conducted in this research area, an empirical study carried
out by Islam, Khan, & Uddin (2010) on elimination of nonproductive activities is a must
in cost and time savings in the sewing section of apparel industry at sewing section to
identify nonproductive actions so as to eradicate them for saving time, cost and improve
internal throughput time. Fabric consisting of five different styles (same garments design
having color variation only) to produce 500 nos. of garments in each style was
considered. Stopwatch technique was used to study the time essential in each step of the
process involved in the sewing section and preliminary and concluding time was noted. It
was observed that time was saved, and cost related to time was utilized properly (reduced
by eliminating unproductive activities). The study clearly indicates that by eliminating
unproductive activities in the sewing section time as well as cost are saved which have an
32
important impact on overall factory economy.
Karim, (2013) conducted a study to investigate how lean manufacturing tools can be
adopted to the discrete manufacturing system and to evaluate their benefit on a specific
application instance. In this concern changeover time analysis has been done in this
research work. This research paper tries to extract the common scenario of readymade
garments (RMG) sector of Bangladesh by depicting the existing condition of the sewing
section. This research is mainly performed to measure the existing situation of the
selected garments industry using quick changeover philosophy. Here the impact of
changeover time on various aspects is determined. The methodology of this research
work is case study research. The study gives an idea about the existing scenario of the
sewing section of the garments industry. This study deals with various types of wastes
of the industry, more
specifically the waste of time. The information gathered through the questionnaire,
observation and interview. For changeover time analysis was conducted using two styles.
Change overtime was calculated by observing these two styles. From these observations
it has been found that actual change over time for these two styles is longer than the
standard change over time. Study results show that there is a significant impact of
changeover time on production rate, lead time, WIP stock, defects.
Yucel (2011) conducted a study to analyze the causes of disturbances and to investigate
the effects of production disturbances to efficiency of manufacturing times because of the
necessity to effective use of production resources for both production and serving sectors.
To achieve his research objective used a case study approach to gain knowledge in order
to understand how and why events occur. This study is associated with three case studies
called plant A, B and C. Data of the study were obtained using the distribution time
method which is divided according to random time plan.18 different machine operating
of the plants were used in this time measurement. This research study results shows that
waiting time, correcting the seam faults, and breakdown of machines are the major causes
of disturbance. In addition to that this study reveals that these disturbances reduce the
efficiency of manufacturing time and may upset production schedules during execution.
These study results describe the causes for these disturbances as follows, forming seam
33
faults intensively in Plant B and Plant C because of the lack of qualified workers and
intensive use of seam robots in plant A result in the lowest seam faults proportion.
Waiting time in Plant B and C is the highest value. The main cause of this is insufficient
balancing of garment production lines. This study showed that a balanced production line
is the major necessity for improving process flow and eliminating the bottlenecks.
Moreover, Plant B and Plan C production pressure is very high, resulting in a lack of
preventative maintenance of sewing machines. Therefore, proportions of breakdown of
machines are very high in plant B (%3.83) and plan C (% 5.80). In Plant A systematic
maintenance function for machines is well organized and proportion of downtime of
machines is at minimum level (1.06).
Vilasini, Gamage, Kahangamage, & Thibbotuwawa (n.d.) conducted the study to explore
the underlying causes for the low productivity in the Sri Lankan manufacturing sector.
This study analyzed quantitative data from a questionnaire survey to assess extent to
factors contributed to low productivity in the organizations. The structured questionnaire
was selected as a primary data collection tool and target population was junior executives
and middle management levels of the manufacturing organizations as they are normally
responsible for directing the workforce and initiating the changes in the organization.
Using nonprobability sampling techniques namely convenience and snowball to reflect
the different primary causes affecting the productivity on their point of view and to rate
the importance of each primary cause that limits the level of productivity. The study
results show that of 30 respondents, 60% agreed that ineffective resource utilization, poor
information flow and non- productive unnecessary activities are the main factors that
contribute to low productivity. This study recommends that focusing on an organized
workplace, systematic production processes, standardized quality assurance practices and
production methods will greatly help Sri Lankan manufacturing organizations to be more
productive.
Churchill (2006) states that “do not bypass secondary data. Begin with secondary data,
and only when the secondary data is exhausted or shows diminishing returns, proceed to
primary data”.
A number of academic research directly focused on identifying the efficient use of human
34
resources for achieving high productivity levels in the apparel industry. But the human
resource factor is only one resource in the apparel sector, but machineries, fabric, energy
and energy are other critical resources which contribute to determining the whole
efficiency level for the industry. There are several reasons which are directly affected by
increasing production idle time in the apparel industry. (Jayawardana, Ananda,
O'Donnell, & Michael, 2009) introduced key measurement performance which are
standard line efficiency (ratio of the standard hours to the total hours available), end line
rejects, cycle time (measured by on-time delivery), and labour performance (measured by
labour turnover and absenteeism).
Alam, Hossain, and Hossain (2012) identified reasons to arise a bottleneck in the
production line and it is described below.
Bottleneck before input in line.
If the issue is not supplied in time from M.C.D and sub stores. If an issue comes, delay.
Issues serial number mistakes. Bundling mistake.
Wrong issue supply.
Pattern problem.
Bottleneck in line:
Worker selection wrong.
Wrong works flow / sequence of works. Non-balance allocation of elements.
Works negligence by workers. Workers absenteeism.
Machine disturbances / out of order. Lack of supply.
Non-serial supplies forward from workers. Color shading
Quality problem.
If anybody becomes sick.
Sarkar, (2012) explained several reasons for these non-productive times in garment
production such as line setting, Machine Breakdown, Cutting not available, Stitching
Quality issue, Cutting quality problem ,Power failure ,Change of Feeding Plan..
The authors used a combination of tools and methods to carry out the analysis. In this
concept, first, the 5WHY method and the Ishikawa diagram were used.
One of the main assumptions underlying a quality management system is improving the
35
ability to define nonconformities, as well as to plan and carry out corrective and
preventive actions. ISO/TS 16949 is a standard for QMS. This standard outlines the
specific requirements for the application of ISO 9001:2015 in automotive production and
relevant service part organizations (Lin et al., 2004). This standard recognizes the
uniqueness of every automotive supplier’s process, while providing critical tools to help
your company better meet customer specific requirements (Bakhtiar, Mohammad and
Kazemzadeh, 2010; Wolniak, 2014; Skotnicka-Zasadzień, Wolniak and Zasadzień, 2017;
Thia et al., 2005).
The findings of other authors (Bunney and Dale, 1997) suggest that the use of tools and
techniques is a vital component of any successful improvement of Production processes.
By using quality management tools, an organization can investigate problems, identify
solutions and implement them in its work practice. Quality management tools are
classified generally into two groups: soft and hard (Evans and Lindsay, 1999; Wilkinson
and Wilmott, 1995). In this paper we concentrate on production organizations and their
use of hard tools. The technical system consists of a set of tools, while the hard part
includes production and work process control techniques which ensure the correct
functioning of such processes, including among others quality control tools (Silombela
and Mutingi, 2018).
The best way is to establish a set of tools which can be applied together, using a similar
method. The use of a combination of quality tools and techniques provides the possibility
to (Bamford and Greatbansk, 2005):
Highlight complex data in a simple, visually powerful way evaluate areas that cause most
problems, Specify areas to be prioritized, Show relationships between variables, Establish
causes of failures, Show the distribution of data, Establish whether the process takes
place in a state of statistical control and determine the effect of specific causes.
According to Hys, 2014; Zasadzień, 2017, automotive industry organizations use many
tools to analyze and improve their processes. Classical seven “old” tools of quality
management (Pareto analysis, histograms, correlation charts, Ishikawa diagram, sheet
counting data) – 40% of organizations,
“New” tools of quality management (affinity diagram, interrelationship diagram, tree
36
diagram, prioritization matrix, matrix diagram, process decision program chart) – 12.3%
of organizations, Statistical process control – 21.5% of organizations, other tools – 7.69%
of organizations. The implementation of quality methods and tools is not successful in all
cases. It may be a failure as well. In source literature, one can find mentions of
unsuccessful implementation of quality tools. They are connected with the following
problems (Putri and Yusouf, 2008): Lack of confidence in potential benefits prevents
some companies from trying to implement quality tools, Problems in determining how to
choose from a large number of existing tools in various organizations, Problems in
determining how to react to new developments in quality tools and programs, Lack of
ability to follow developments and apply tools that were applied successfully in other
companies.

2.4 CHAPTER SUMMARY

Based on the literature review and theoretical framework, research variables for inclusion
in this study were determined. The researcher analyzed all the facts through review of
literature. In this chapter all concepts that are important to study. Concept such are
downtime, Divers of downtime Machine Breakdown, Trims Receiving Delay, Input
Delay, Color Shading Issue, Embellishment Receiving Delay, Receive Damage
Embellishment, Measurement Issues, Quality Issues, Line Feeding Issue, work disputes
and Customer issues, Panning issues and Warehouse issues. And also, this chapter tried
to find out research objectives. The main reason for covering this chapter is to enhance
understanding of the main theories involved in study and to answer research objectives.

37
 CHAPTER THREE
RESEARCH METHODOLOGY

3.1 INTRODUCTION TO THE CHAPTER

In this chapter, a description of how study was conducted is presented. Moreover, a
comprehensive discussion about the adopted research method and its strategy is also
provided.

3.2 CONCEPTUAL FRAMEWORK

According to Frizelle’s study (2011), explained types of disturbance in production
systems are evaluated in three basic groups; upstream disturbance: Material quality
problems, supplier production problems, materials delivery delays, material property
variations, incorrect deliveries. Internal disturbance: Control and communication system
failures, operator errors and omissions, material ordering errors, material stock control
problems, machine breakdown, variability in machine performance, unavailability of
labour and material handling equipment failure. Guided by the literature survey and the
requirement of the study, the following conceptual model was developed. This
framework shows the relationship between the key variables of the independent variables
and dependent.
The lost time is determined by the following factors. Machine Breakdown, Trims
Receiving Delay, cutting Input Delay, Color Shading Issue, Embellishment Receiving
Delay, Receive Damage Embellishment, Measurement Issues, Quality Issues, Line
Feeding Issue, work disputes and Customer issues, Panning issues and Logistic issues.
The dimensions in finding reasons for production lost hours/ bottlenecks/ nonproductive
activities in production lines developed by Alam, Hossain, and Hossain, (2012).
Above factors are shown as three main categories,

Upstream Disturbance
Internal Disturbance
Downtime Disturbance
38
The lost time is the dependent variable. It depends on Upstream Disturbance, Internal
Disturbance and Downtime Disturbance.

Figure 3.1: Research Model

Above research model has been developed based on the resource- based logic. The
resource-based logic suggests that if valuable resources (i.e. resources that are costly and
difficult to imitate) are possessed by few firms, those firms that are able to control these
resources potentially to generate sustained competitive advantage (Barney, 1991). Hence,
39
firms can achieve an advantage by continually recombining or reconfiguring diverse
types of resources and by creating new applications to meet market demand (Adner &
Helfat, 2003).

3.3 OPERATIONALIZATION OF VARIABLE

Operationalization framework is a detailed sketch derived from variables and structure of
conceptualization. This operationalization framework also describes the indicators
selected for testing on each variable and what are the decided measurements for each
indicator.
The dimensions in finding reasons for production lost hours/ bottlenecks/ nonproductive
activities in production lines developed by Alam, Hossain, and Hossain, (2012) are
shown in Table 3.1.
“Root cause analysis is a method of problem solving that tries to identify the root causes
of faults or problems that cause operating events (Kiran, Mathew & Kuriakos, 2013). The
questionnaire has been developed by those root causes of faults or problems that cause
operating events.
Table 3.1: Operationalization

Variables Indicators References

Supplier delay
Merchandising issues
Unmatched trims receiving
Trims Receiving Delay Transportation Kiran, Mathew & Kuriakos (2013)

Inspection rejection
Employee negligence
Color approval facility
Availability of fabric
Uncalibrated color box/inspection
machines
Color shading issues Kiran, Mathew & Kuriakos (2013)
Facility of shad band
Within the roll color shading

40
 Employee negligence
Transportation

Embellishment issue Damage embellishment Developed by researcher

Sending and receiving Time
Communication
Employee negligence
Lack of knowledge
Booking time
Preventive machine maintenance
Quality machine parts
Power failure
Machine Breakdown Damage motor box/electronic box Kiran, Mathew & Kuriakos (2013)
Wrong Setting
Employee negligence
Numbering process
Availability of fabric
Cut sheet facility
Unmarked fabric defects
Cutting input delay Kiran, Mathew & Kuriakos (2013)
Wrong location selecting
Wrong cutting process
Employee negligence
Pattern board
Wrong machine setting
Marker making process
Measurement issues Measurement skill Kiran, Mathew & Kuriakos (2013)

Communication
Size set process
7/0 defects identification method

Fabric defects and damage

Quality supervisor service

Quality issues Wrong machine setting Kiran, Mathew & Kuriakos (2013)
Time supervision
Worker carelessness
41
 Lack of quality knowledge
Availability of sewing machine
Knowledge of line feeding
Availability of machine operators
Style file process
Line feeding issues Developed by researcher
approved sample process
PP meeting
Employee negligence
Plan changes
Capacity booking
Planning issues Developed by researcher
Supplier commitment
Lack of planning knowledge
Order booking
Order ratio mismatching
Customer issues Developed by researcher
Order cancelation
Communication
Goods storage
Transportation
Inventory Issues
Warehouse issues Developed by researcher
Employee negligence
Avoid the process

3.4 POPULATION OF THE STUDY

The population of this study was considered as all production supervisors of selected
three large scale garment manufacturing organizations. Accordingly, the target
population of this study was 126 respondents.

3.5 SAMPLING METHOD

42
3.5.1 Sample of the Study
For the questionnaire survey the data collection was based on the Stratified Random
sampling method. This method involves a process of satisfaction or segregation, followed
by random selection of the subjects from each stratum [Sekaran & Bougie, 2010]. Sample
size was designed using generalized scientific guideline which is provided from Krejcie
and Morgan, 1970 [as cited by Sekaran & Bougie, 2010]
Table 3.2: Sampling Frame
Job Level Population Sample
Company

A Production supervisor /Leader 40 40/126*70= 22

B Production supervisor /Leader 41 41/126*70=23

C Production supervisor /Leader 45 45/126*70=25

Total 126 70

3.6 RESEARCH APPROACH

Two-pronged methodology has been adopted for the study. One approach is based on
secondary sources of data and review of literature, while the second approach includes an
in-depth field survey of the manufacturing units through questionnaires. The field survey
has been carried out among supervisors in apparel industry units located at various textile
clusters across the country.

3.7 RESEARCH DESIGN

43
In order to achieve research objectives, data were collected and studied using quantitative
techniques. The questionnaire survey is used as a method for ranking what are major
sources of production downtime within the industry and survey responses are used by
researchers to do root causes analysis for sources of production downtime. According to
Cresswell (1994) Quantitative Study can be defined as "an inquiry into a social or human
problem, based on testing a theory composed of variables, measured with numbers and
analyzed with statistical procedures, in order to determine whether the predictive
generalization of the theory holds true. In the case of this research data was collected and
studied through quantitative study approaches.

3.8 SOURCES OF DATA AND DATA COLLECTION METHOD

Researcher used both primary data and secondary data for the research.
3.8.1 Primary data
The data which are collected from the units or individual respondents directly for the
purpose of certain study or information are known as primary data. In this research a
questionnaire will be used to collect the data.
3.8.1.1 Questionnaire
The data was collected using a self-administered questionnaire from the sample. The
questionnaire had three parts. Part one of the questionnaire had items for the respondents’
demographic factors such as gender, age and service period ect…
The second part is the rate from higher downtime factor to lower downtime factor. It can
be helped to identify major downtime reasons for the production to use a 7-point Likert
scale rating.
SA-Strongly Agree, A- Agree, SWA- Somewhat Agree, M- Moderate, SWD- Somewhat
disagree, D- Disagree, SD- Strongly disagrees.
Part three consists of open-ended questions to identify other uncovered root causes for
the production downtime.
Secondary data
The data which had been collected by certain people or agencies and had been
statistically treated. Now the information contained in it is used again from records,
44
processed and statistically analyzed to extract some information for other purposes, and is
termed as secondary data. Here secondary data is obtained from company reports and
articles.
3.8.2 Validity and Reliability
3.8.2.1 External Validity
Since the researcher used already developed validated measures it was tested the KMO
statistics which measures the external validity with sample adequacy. It should bear a
minimum of 0.5 (Kaiser a cited in Field, 2009). Table shows the calculated KMO value
for each variable as well as for all variables.
3.8.2.2 Reliability analysis of the questionnaire
Reliability signifies the issues of consistency of measures. Cronbach’s alpha was
popularized in 1951 by an article by Cronbach on the work in the 1940s by Guttman. The
widely accepted cutoff is that alpha should be 0.70 or higher for a set of items to be
considered a scale (Singh, 2007). In this research, Cronbach’s alpha tests were applied to
test the reliability of the instruments used.
3.9 METHODS OF DATA ANALYSIS
In this study we used factor analysis, descriptive analysis, and six sigma tools to
understand the major factors that affect the total down time of a production process of a
world class apparel manufacturer in Sri Lanka.
3.9.1 Sample Distribution.
The first seven questions of the first part of the questionnaire which obtains general
information about sample are presented using tables and graphical representations i.e. Pie
charts, Bar charts. Characteristics of the sample were presented under the categories of
gender, age, service period etc

3.9.1.1 The Likert Scale Method

The second part of the questionnaire is used to measure the dependent variable
(Production downtime). The research should assign scores or weights to the alternative’s
responses. In this context it was assigned weights of 1, 2,3,4,5 respectively. A Likert
scale may include several scale items to form an idea. Each statement is assumed to
45
represent an aspect of a common attitudinal domain; the total score is the summation of
the weight assigned to an individual’s total response.
3.9.1.2 Correlation Coefficient Analysis
The intention of this study is to identify the relationship between independent variables
with the dependent variable. Correlation analysis is the primary analytical tool used to
determine the degree of linear relationship that exists between two variables. Correlation
analysis was used to measure the linier relationship of one variable to another. The
coefficient of correlation (r) measures the strengths of linier relationship exists within
sample. The correlation coefficient (r) ranges from -1.0 to + 1.0. When the r value is
larger the linear relationship is stronger and smaller the r there may be smaller
relationship between variables. The significance level of each relationship was tested at
5% significance level (Vaus 2002). National institution of stranded technology is
introduced Value of the correlation ratio would be between +1 and -1 the following
shows the relationship between the variables based on the value of the correlated ratio.

=+1- Moderate High or Full relationship

=+0.75- Moderate Positive relationship
=0- No connection
=-0.75- Moderate Negative relationship
=-1 - Moderate law or Zero relationship
3.9.2 Descriptive statistics
Typically, the mean, standard deviation, and the number of respondents (N) who
participated in the survey are given. The mean value describes the characteristics of the
most common response among the stated dataset. Therefore there is no minimum value
required. The number of cases used in the analysis will be less than the total number of
cases in the data file if there are missing values on any of the variables used in the factor
analysis, because, by default, SPSS does a list wise deletion of incomplete cases. If the
factor analysis is being conducted on the correlations (as opposed to the covariance’s), it
is not much of a concern that the variables have very different means and/or standard
deviations (which is often the case when variables are measured on different scales)
46
(Chetty, 2015).
a. Mean – These are the means of the variables used in the factor analysis.
b. Std. Deviation – These are the standard deviations of the variables used in the factor
analysis.
c. Analysis N – This is the number of cases used in the factor analysis.
3.9.3 Factor Analysis
Factor analysis allows to look at the relationship between a large number of variables (for
example, questions on a questionnaire), and see whether they can be grouped and
summarized using a smaller number of factors (or latent variables). Latent variables are
not measured directly, but are hidden underneath data, influencing the scores on variables
that do have. The key concept here is that groups of variables may be related to one
another, because they are all associated with the same underlying factor. Factor analysis
enables to group variables together to identify and interpret what those factors might be;
which in turn helps to better understand the variance in data. Under Factor Analysis, the
surveyed data of drivers of the production downtime are restructured through 04 steps of
techniques such as Factor Extraction, Communalities, Scree Plots, and Factor Rotation
(Factor analysis, 2021).
Factor Communalities- The communality is each variable's proportion of variability that
is explained by the factors. The next item from the output is a table of commonalities
which shows how much of the variance (i.e. the communality value which should be
more than 0.5 to be considered for further analysis. Else these variables are to be
removed from further steps factor analysis) in the variables has been accounted for by the
extracted factors (Chetty, 2015).
Factor Extraction- Eigenvalue actually reflects the number of extracted factors whose
sum should be equal to a number of items that are subjected to factor analysis. The next
item shows all the factors extractable from the analysis along with their eigenvalues.
The Eigenvalue table has been divided into three sub-sections:
Initial Eigen Values
Extracted Sums of Squared Loadings
Rotation of Sums of Squared Loadings.
47
For analysis and interpretation purposes we are concerned only with Initial Eigenvalues
and Extracted Sums of Squared Loadings. The requirement for identifying the number of
components or factors stated by selected variables is the presence of eigenvalues of more
than 1(Chetty, 2015).
Scree plot - The scree plot is a graph of the eigenvalues against all the factors. The graph
is useful for determining how many factors to retain. The point of interest is where the
curve starts to flatten (Chetty, 2015).
Factor Rotation- The idea of rotation is to reduce the number of factors on which the
variables under investigation have high loadings. Rotation does not actually change
anything but makes the interpretation of the analysis easier (Chetty, 2015).

3.9.4 Six Sigma Tool

Root cause analysis is a six-sigma tool that is used for statistical process control. This can
be used to understand the major causes behind the effect. In a diagram the problem
statement (effect) is written first. A circle is drawn around it and a horizontal arrow runs
into it. Major categories (causes) were discussed. Usually, Methods, Machines, People,
Materials, Measurement, Environment are the major bones of the fish diagram. Sub-
causes are branching off the major causes. The third part of the questionnaire is used to
analysis the root cause of each variables.

3.10 OPEN-END QUESTION ANALYSIS

Open-ended questions are free-form survey questions that allow respondents to answer in
open text format so that they can answer based on their complete knowledge, feeling, and
understanding. It means that the response to this question is not limited to a set of
options. Valme Claro (2017) presents a few useful Excel analysis techniques as below.
The first step is to categorize the answers into themes. Manual coding can be a time-
consuming process, so it is advised only to do this when there are a hundred answers or
less. The second step is Write the themes. The third part is once the answers have been
coded, we can start analyzing them. Perform a frequency count to see how many times
each category appears.
48
3.11 CHAPTER SUMMARY
This chapter explains how the author has chosen research methods according to research
aims and objectives and consists of the methodology and conceptualization of the
research study. The background of the research has been discussed and represented in
chapter 1 and chapter 2 of this research. The major part of this research is data collection
techniques. This chapter justifies research methodology techniques that are related to
research aims and objectives. The methodology chapter begins with research aim and
objectives and is followed by research philosophy, consideration of research approach
and design. Subsequently, data collection and research methods will be explained. Here
expressed how to collect the needed research information and analyze it successfully. The
conclusion is drawn by the use of descriptive analysis, quantitative analysis and six sigma
tools.

49
 CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION

4.1 INTRODUCTION TO THE CHAPTER

This chapter aims to present the analyzed data which are gathered from primary and
secondary data sources. Primary data collected through the questionnaire (Apppendix-
1/2) survey. Secondary data sources were organizational records. Collected data both
primary and secondary data presentations using textual and graphical forms were
presented in this chapter.
4.2 SAMPLE DISTRIBUTION

In this part, descriptive statistics will be used to measure the demographic data. Hence,
frequent analysis is used to analyze the demographic data of the respondents such as
gender, age, educational level, length of service etc. In organizational surveys, it is
advisable to gather certain demographic data such as age, gender, and educational level,
number of years in the organization if the theoretical framework does not necessitate or
include these variables (Sekaran & Bouqie, 2010).

Table 4.1: Sample Distributions

Company A B C Total
Freq Fre Fre Frequ
Subject uen % que % que % ency %
cy ncy ncy
Male 2 9 6 26 8 32 16 23
Gender
Female 20 91 17 74 17 68 54 77
Below 20 Years 0 0 0 0 0 0 0 0
Age level
Between 21-25 Years 0 0 3 13 2 8 5 7

50
 Between 26-30 Years 7 32 5 22 8 32 20 29
Above 30 Years 15 68 15 65 15 60 45 64

Below 6 months 0 0 0 0 0 0 0 0

Between 6 months to 1 year 5 23 8 35 10 40 23 33

Service period
Between 1 year to 2 Y 6 27 6 26 6 24 18 26

More than two year 11 50 9 39 9 36 29 41

Only one operation 7 32 5 22 5 20 17 24

Two operations 3 14 7 30 9 36 19 27
Number of
operations
Three operations 2 9 4 17 4 16 10 14

More than three 10 45 7 30 7 28 24 34

Up to Grade 8 0 0 0 0 0 0 0 0

For G.C.E.(O/L) 5 23 7 30 5 20 17 24

For G.C.E. (A/L) 13 59 14 61 15 60 42 60

Diploma/ Degree 4 18 2 9 5 20 11 16

Source: (Survey Data, 2021)

51
4.2.1 Gender

Gender
MaleFemale

74 68
77
91

26 32
23
9

A B C Total

Figure 4.1: Gender Composition of the Sample

Source: (Survey Data, 2021)
Here a chart has been presented of each organization's results and the total result.
According to the total result, the Chart shows the total sample (S=70) was categorized
into two groups as male and female in order to their gender. The sample shows the
highest contribution from Female respondents 77% and lower contribution from male
respondents that was 23%.

52
4.2.2 Age level of the sample

Age Level
Below 20 YearsBetween 21-25 Years
Between 26-30 YearsAbove 30 Years

7%

29%

64%

Figure 4.2: Age level of the sample

Source: (Survey Data, 2021)

Sample survey results (Total result) shows that higher number of respondents 64%
includes above 30 years age group and significant 29% include between 26 to 30 years.
Only 7% of respondents participated between 21 to 25 years. There is no response from
below 20 years. No respondents participated from below 20 years.

53
4.2.3 Service period of the sample

Service Period
Below 6 monthsBetween 6 months to 1 year
Between 1 year to 2 YMore than two year

33%
41%

26%

Figure 4.3: Service Period of the Sample

Source: (Survey Data, 2021)
According to the service period (total results) 41 % found with more than two-year
service period. Another 33 % (Frequency=26) of respondents have worked between 6
months to one year. This result shows that more respondents have knowledge and
experience about the circumstances in production lines. 26% are represented between 1
year to 2 years.

54
 4.2.4 Number of operations perform

Operation able to preform

Only one operationTwo operations

Three operations More than Three

24%%
35%%

27%%
14%%

Figure 4.4: Number of Operations Performed

Source: (Survey Data, 2021)

Total data Chart shows most of the respondents 35% was able to perform more than three
operations; another 27% was able to perform only two operations. Moreover, 25 % found
themselves performing only one operation. This survey results concluded that more
employees performed three operations and they experienced various circumstances
within the production lines.

55
4.2.5 Education level

Education Level
Up to Grade 8For G.C.E.(O/L)For G.C.E. (A/L)Diploma/ Degree

0%

16%
24%

60%

Figure 4.5: Educational Level of the Sample

Source: (Survey Data, 2021)

Figure 4.5 exhibits gathered data (Total result) in regard to machine operators’ education
level. It was classified into four groups on different educational stages. Through this
category majority respondents of the sample belong to Below G.C.E (A/L) proportion
was 60% of sample. There is no employee who has taken his education up to grade 8
level. 24% employees educated up to G.C.E. (O/L) and 8% were done at the diploma
level.

56
 4.3 DATA ANALYSIS
The data both primary and secondary was analyzed by using appropriate techniques. The
data was analyzed using descriptive analysis techniques and factor analysis. Under the
descriptive analysis statistical tools such as mean and standard deviation allowed for the
objective measure of opinion, or subjective data, and provided a basis for comparison.

4.3.1 External Validity

Table 4.2: KMO and Bartlett's Test

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .816
Bartlett's Test of Sphericity Approx. Chi-Square 275.486
df 55
Sig. .000
Source: (Survey Data, 2021)
KMO measure of sampling adequacy is used to compare the magnitudes of the observed
correlation coefficients in relation to the magnitudes of the partial correlation
coefficients. According to the survey data .816 is excellent because the value is greater
than .5. This value is good because correlations between pairs of variables can be
explained by the other variables. Significance value also less than .05 means that result is
good.

4.3.2 Reliability Result

Table 4.3: Reliability Statistic

Reliability Statistics
Cronbach's Alpha Based on Standardized
Cronbach's Alpha Items
N of Items
.832 .833 11
Source: (Survey Data, 2021)
Above table shows the reliability test value for the overall question of reasons for
production downtime. From the test, Cronbach's alpha value for production downtime is
0.832. Below table preset Cronbach's alpha value on each individual dimension.

57
Table 4.4: Item Total Statistics

Source: (Survey Data, 2021)

Above table shows reliability test variable wise.

4.3.3 Descriptive Analysis

The descriptive analysis was conducted on the respondent’s perceptions on the major
causes of Production downtime as defined in the questionnaire (Appendix-1/ 2).
Table 4.5: Rank for the Primary Causes of the Production Downtime

Descriptive Statistics
Minimum Std.
N m Maximum Mean Deviation Rank
Cutting Input Delay
10
70 1 5 1.53 1.086
Line Feeding Issues
8
70 1 5 1.6 1.109
Planning Issues
70 1 5 1.8 1.071 3
58
 Customer Issues
70 1 5 1.51 1.046 11
Trims Receiving Delay
9
70 1 5 1.59 1.042
Measurement Issues
5
70 1 5 1.73 1.102
Quality Issues
70 1 5 1.67 1.046 6
Color Shading
70 1 5 1.83 1.103 2
Embellishment Issue
7
70 1 5 1.61 1.146
Machine Breakdown
1
70 1 5 1.93 1.133
Warehouse Issues
70 1 5 1.77 1.092 4
Valid N (listwise)
70
Source (Survey data-2021)

According to the mean values in Table 4.8, one can conclude that ‘Machine Breakdown’
is the most important variable that influences production downtime. The lowest value of
1.51 for ‘customer issue’ indicates that the respondents approximately strongly disagree
on the production downtime.

4.3.4 Factor analysis

Under Factor Analysis, the surveyed data of drivers of the production downtime are
restructured through 04 steps of techniques such as Factor Extraction, Communalities,
Scree Plots, and Factor Rotation.

59
4.3.4.1 Factor communalities

Table 4.6: Communalities

Communalities
Initial Extraction
Cutting Input Delay 1.000 .672
Line Feeding Issues 1.000 .644
Planning Issues 1.000 .695
Customer Issues 1.000 .621
Trims Receiving Delay 1.000 .509
Measurement Issues 1.000 .546
Quality Issues 1.000 .695
Color Shading 1.000 .707
Embellishment Issue 1.000 .605
Machine Breakdown 1.000 .671

Warehouse Issues
1.000 .818
Extraction Method: Principal Component Analysis.
Source: (Survey Data, 2021)
Principal Components Analysis was utilized to extract the communalities shown in Table
4.6. The table above shows the communalities before and after extraction. The
communality value which should be more than 0.5 to be considered for further analysis.
The output is a table of commonalities which shows how much of the variance in the
variables has been accounted for by the extracted factors (Chetty, 2015). For instance
over 70.7% of the variance in “Color Shading issue” is accounted for, while 50.9% of the
variance in “Availability of product” is accounted for (Table 4.6).

4.3.4.2 Factor Extraction

Table 4.7 shows the total variance explained by each of the extracted components. A
component is represented by all the variation in each of the variables. If look at the
section labeled “Rotation Sums of Squared Loadings,” it shows only those factors that
met your cut-off criterion (extraction method). Each variable is standardized with the
maximum variance for each as 1.0. An eigenvalue reflects the proportion of variance
explained by the component.
60
Table 4.7: Total Variance Explained
Total Variance Explained
Extraction Sums of Squared Loadings
Rotation Sums of Squared Loadings
Initial Eigenvalues
% of Cumulative % of Cumulative % of Cumulative
Variance % Variance % Variance %
Component Total Total Total
1 4.341 39.461 39.461 4.341 39.461 39.461 2.536 23.054 23.054
2 1.458 13.259 52.720 1.458 13.259 52.720 2.481 22.551 45.604
3 1.084 9.856 62.576 1.084 9.856 62.576 1.867 16.972 62.576
4 .983 8.934 71.510
5 .714 6.493 78.003
6 .591 5.369 83.372
7 .493 4.480 87.852
8 .465 4.231 92.083
9 .408 3.710 95.794
10 .264 2.403 98.197
11 .198 1.803 100.000

Extraction Method: Principal Component Analysis.

Source: (Survey Data, 2021)

For analysis and interpretation purposes are concerned only with Initial Eigenvalues and
Extracted Sums of Squared Loadings. The requirement for identifying the number of
components or factors stated by selected variables is the presence of eigenvalues of more
than 1. Table 4.7 herein shows that for 1st component the value is 4.341 > 1, 2nd
component is 1.458 > 1 and 3rd component is 1.084 > 1. Thus, the stated set of 11
variables with 12 observations represents three components. Further, the extracted sum of
squared holding % of variance depicts that the first factor accounts for 39.461% of the
variance features from the stated observations, the second 13.259% and the third 9.856%
(Table 4.7). Thus, 3 components are effective enough in representing all the
characteristics or components highlighted by the stated 11 variables.

61
4.3.4.3 Scree plot

Figure 4.6: Scree Plot

Source: (Survey Data, 2021)

Figure 4.6 shows that it might lead to a slightly different conclusion—it looks like the
slope of this curve levels out after just two factors, rather than Four. These results show
the unroasted factor loadings for all the factors using the principal components method of
extraction. The first three factors have variances (eigenvalues) that are greater than 1. The
eigenvalues change less markedly when more than 4 factors are used. Therefore, 3–4
factors appear to explain most of the variability in the data.

62
4.3.4.4 Factor Rotation
Table 4.8: Rotated component matrix

Rotated Component Matrix

Component
1 2 3
Customer Issues .742
Planning Issues .673 .476
Line Feeding Issues .648 .371
Warehouse Issues .636 .548 .338
Quality Issues .564 .322 .523
Measurement Issues .462
Machine Breakdown .791
Color Shading Issues .760
Trims Receiving Delay .638 .307
Cutting Input Delay .765
Embellishment Issue

.725

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.
Source: (Survey Data, 2021)
Finally, the Rotated Component Matrix shows the factor loadings for each variable. This
allows interpret what each of extracted factors might represent. Factor Analysis only tells
which variables group together mathematically. According to the table above, it can be
shown that Cutting input delay and Embellishment issue are substantially loaded on
Factor (Component) 3. In contrast, Machine Breakdown, color shading issue and trims
receiving delay are substantially loaded on Factor 2. And also the 6 variables that load
onto the Factor 1.
4.3.5 Analysis of Dependent Variable

Table 4.9: Summary of Production Downtime Information

Frequently Occasionally Rarely Very Rarely Never
Primary Causes for
Production downtime F % F % F % F % F %
Machine Breakdown 53 75.71 6 8.57 5 7.14 4 5.71 2 2.86
Color Shading Issues 52 74.29 9 12.86 2 2.86 4 5.71 3 4.29
Planning issues 50 71.43 8 11.43 4 5.71 6 8.57 2 2.86
Warehouse Issues 48 68.57 11 15.71 5 7.14 4 5.71 2 2.86
Measurement issues 49 70 10 14.29 4 5.71 3 4.29 4 5.71
Quality Issues 44 62.86 14 20.00 6 8.57 4 5.71 2 2.86
63
Embellishments Issues 41 58.57 17 24.29 5 7.14 4 5.71 3 4.29
Line feeding time 40 57.14 15 21.43 8 11.43 5 7.14 2 2.86
Trims receiving delay 39 55.71 14 20.00 10 14.29 6 8.57 1 1.43
Cutting input delay 35 50 23 32.86 4 5.71 5 7.14 3 4.29
Customer Issues 34 48.57 18 25.71 9 12.86 7 10.00 2 2.86
Source: (Survey Data, 2021)

The table shows that the majority of the respondents 75.71% noted machine breakdown
as very important for the performance of the production line and this will be the source of
production downtime when compared with other reasons. Secondly, 74.29 % of
respondents show that Color Shading Issues for the production line make it inconvenient
in achieving line efficiency. 48.57% respondents noted that customer issues are not
considered a bottleneck for line efficiency. The second part of the questionnaire is used to
measure the dependent variable (Production downtime). A Likert scale method has been
used for the analysis the data.

4.3.5 Correlation Analysis for the Variables

According to the obtained ratings correlation analysis used to identify the strength of
relationship between variables. The production downtime is correlated with every
variable. Following tables present the correlation according to the response data (Using
SPSS software- App).

Table 4.10: Correlation of Production downtime and Cutting Input Delay

Correlations

Production Downtime
Cutting Input Delay

Production Downtime Pearson Correlation 1 .419**

Sig. (2-tailed) .000

N 70 70

Cutting Input Delay Pearson Correlation .419** 1

Sig. (2-tailed) .000

N 70 70

64
**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Cutting Input Delay is a moderate positive
relationship with Production Downtime. All values are =+0.75 value of correlation
coefficient. There is a significant positive relationship between Production Downtime and
Cutting Input Delay.
Table 4.11: Correlation of Production downtime and Machine Breakdown

Correlations

Production Downtime
Machine Breakdown

Production Downtime Pearson Correlation 1 .758**

Sig. (2-tailed) .000

N 70 70

Machine Breakdown Pearson Correlation .758** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Machine Breakdown are a moderate
positive relationship with Production Downtime. All values are =+0.75 value of
correlation coefficient. There is a significant positive relationship between Production
Downtime and Machine Breakdown.

Table 4.12: Correlation of Production downtime and Quality Issues

65
Correlations

Production Downtime
Quality Issues

Production Downtime Pearson Correlation 1 .751**

Sig. (2-tailed) .000

N 70 70

Quality Issues Pearson Correlation .751** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Quality Issue is a moderate positive
relationship with Production Downtime. All values are =+0.75 value of correlation
coefficient. There is a significant positive relationship between Production Downtime and
Quality Issues.

Table 4.13: Correlation of Production downtime and Color Shading Issues

Correlations

Production Downtime
Color Shading Issues

Production Downtime Pearson Correlation 1 .484**

Sig. (2-tailed) .000

N 70 70

Color Shading Issues Pearson Correlation .484** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Color Shading Issue is a moderate positive
relationship with Production Downtime. All values are =+0.75 value of correlation
coefficient. There is a significant positive relationship
66 between Production Downtime and
Color Shading Issue
Table 4.14: Correlation of Production downtime and Embellishment Issues

Correlations

Production Downtime
Embellishment Issues

Production Downtime Pearson Correlation 1 .531**

Sig. (2-tailed) .000

N 70 70

Embellishment Issues Pearson Correlation .531** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Embellishment Issue is a moderate positive
relationship with Production Downtime. All values are =+0.75 value of correlation
coefficient. There is a significant positive relationship between Production Downtime and
Embellishment Issues.
Table 4.15: Correlation of Production downtime and Line Feeding Issues
Correlations

Production Downtime
Line Feeding Issues

Production Downtime Pearson Correlation 1 .432**

Sig. (2-tailed) .000

N 70 70

Line Feeding Issues Pearson Correlation .432** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Line feeding issue is a moderate positive
67
relationship with Production Downtime. All values are =+0.75 value of correlation
coefficient. There is a significant positive relationship between Production Downtime and
Line feeding issue.

Table 4.16: Correlation of Production downtime and Warehouse Issue

Correlations

Production Downtime
Warehouse Issues

Production Downtime Pearson Correlation 1 .351**

Sig. (2-tailed) .000

N 70 70

Warehouse Issues Pearson Correlation .351** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Warehouse Issue is a moderate positive
relationship with Production Downtime. All values are =+0.75 value of correlation
coefficient. There is a significant positive relationship between Production Downtime and
Warehouse Issue.
Table 4.17: Correlation of Production downtime and Planning Issues
Correlations

Production Downtime
Planning Issues

Production Downtime Pearson Correlation 1 .251**

Sig. (2-tailed) .000

N 70 70

Planning Issues Pearson Correlation .251** 1

Sig. (2-tailed) .000

N 70 70

68
**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Planning Issue is a moderate positive
relationship with Production Downtime. All values are =+0.75 value of correlation
coefficient. There is a significant positive relationship between Production Downtime and
Planning Issues.
Table 4.18: Correlation of Production downtime and Customer Issues

Correlations

Production Downtime
Customer Issues

Production Downtime Pearson Correlation 1 .231**

Sig. (2-tailed) .000

N 70 70

Customer Issues Pearson Correlation .231** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Customer Issue is a moderate positive
relationship with Production Downtime. All values are =+0.75 value of correlation
coefficient. There is a significant positive relationship between Production Downtime and
Customer Issues.

Table 4.19: Correlation of Production downtime and Trims Receiving Delay

Correlations

Production Downtime
Trims Receiving Delay

69
Production Downtime Pearson Correlation 1 .672**

Sig. (2-tailed) .000

N 70 70

Trims Receiving Delay Pearson Correlation .672** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Trims Receiving Delay is a moderate
positive relationship with Production Downtime. All values are =+0.75 value of
correlation coefficient. There is a significant positive relationship between Production
Downtime and Trims Receiving Delay.
Table 4.20: Correlation of Production downtime and Measurement Issues

Correlations

Production Downtime
Measurement Issues

Production Downtime Pearson Correlation 1 .753**

Sig. (2-tailed) .000

N 70 70

Measurement Issues Pearson Correlation .753** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Above table shows that, correlation values of Measurement issue is a moderate positive
relationship with Production Downtime. All values are =+0.75 value of correlation
coefficient. There is a significant positive relationship between Production Downtime and
Measurement issue.

4.3.6 Multiple regression analysis 70

Multiple Regression Analysis refers to a set of techniques for studying the straight-line
relationships among two or more variables (Vaus 2002). It was used to measure the
simultaneous effect of the variables; Time Receiving Delay, Color shading issues,
Embellishment issue, Machine Breakdown, cutting input delay, Measurement issues,
quality issues, Line feeling issues, Planning Issues, Customer Issues and warehouse issue
on the dependent variable of production Downtime. To test the above relationship, the
study used multiple regression analysis. The results of the analysis are shown in the table
4.21.
Table 4.21: Model Summary of Multiple Regression Analysis

Source: (Survey Data, 2021)

The table 4. 21 presents a summary of the model in which the item of interest is the R
square statistics, which is .980 with a statistical significance of P< .05. The Suggests that

71
98% of the variants in the downtime (outcome) was predicted from drives of the
downtime (predictors). The Durbin Watson statistic was 2.212 and between +1 and + 3
which means that the independence of the observations has been met.
The coefficient of determination is defined as the sum of squares due to the regression
divided by the sum of total squares (Vaus 2002).
Table 4.22: Coefficients
Coefficients

Model Unstandardized Coefficients Standardized t Sig. Coefficients Statistic

Coefficients

B Std. Error Beta Tolerance VIF

1 (Constant) 0.184 0.091 2.01 0.049

TRD 0.279 0.069 0.232 4.024 0.000 0.137 4.316

CSI 0.288 0.078 0.207 3.686 0.000 0.231 4.338

EI 0.114 0.033 0.134 3.425 0.001 0.237 4.325

MB 0.404 0.047 0.382 8.579 0.000 0.284 4.453

CID 0.184 0.068 0.115 3.685 0.000 0.276 4.226

MI 0.351 0.027 0.427 7.088 0.000 0.871 1.196

QIQ 0.308 0.031 0.384 7.663 0.000 0.823 1.174

LFI 0.185 0.226 0.175 0.82 0.416 0.183 5.462

PI 0.134 0.109 0.201 1.236 0.222 0.127 4.325

72
 CI 0.082 0.06 0.111 1.361 0.179 0.132 4.312

WI 0.188 0.122 0.119 0.87 0.000 0.179

5.342

Source: (Survey Data, 2021)

Considering the above table 4.22, the unstandardized coefficient, B1 for Trims receiving
delay (TRD) is equal to .279. This means that for each one unit increases in TRD. There
is an increase in downtime of .279 times units. The unstandardized coefficient, B2 for
Color shading issue (CSI) is equal to .288. This means that for each one unit increases in
CSI. There is an increase in downtime of .288 times units. The unstandardized
coefficient, B3 for Embellishment Issues (EI) is equal to .114. This means that for each
one unit increases in EI. There is an increase in downtime of .114 times units. The
unstandardized coefficient, B4 for Machine Breakdown (MB) is equal to .404. This
means that for each one unit increases in MB. There is an increase in downtime of .404
times units. The unstandardized coefficient, B5 for Cutting Input Delay (CID) is equal
to .184. This means that for each one unit increases in CID. There is an increase in
downtime of .184 times units. The unstandardized coefficient, B6 for Measurement
Issues (MI) is equal to .351. This means that for each one unit increases in MI. There is
an increase in downtime of .351 times units. The unstandardized coefficient, B7 for
Quality Issues (QI) is equal to .308. This means that for each one unit increases in QI.
There is an increase in downtime of .308 times units. As per the table, Line Feeding Issue
(LFI), Planning Issues (PI) and Customer Issues (CI) are insignificant as the significance
level is more than 0.05. The unstandardized coefficient, B11 for Warehouse Issues (WI)
is equal to .188. This means that for each one unit increases in WI. There is an increase in
downtime of .188 times units.
From the above result, it is evident that the Time Receiving Delay, Color Shading Issues,
Embellishment issue, Machine Breakdown, Cutting Input Delay, Measurement Issues,
Quality Issues, and Warehouse Issue have unstandardized coefficients of .279, .288, .114,

73
.404, .184, .351, .308, .188 respectively and the following regression equation can be
derived from the available data for predicting the downtime from drivers of downtime.
Y = .184 + (.279) x1 + (.288) x2 + (.114) x3 + (.404) x4 + (.184) x5 + (.351) x6 + (.308) x7 +
(.188) x11

Y= Downtime

x1 = Time Receiving Delay, x2 = Color Shading Issues, x3 = Embellishment issue, x4 =

Machine Breakdown , x5 = Cutting Input Delay, x6 = Measurement Issues, x7 = Quality
Issues, and x11 = Warehouse Issue

4.3.7 Root Cause Analysis of Production Downtime

In this study a root cause analysis is conducted to find the root cause of breakdowns and
some solutions were also identified for implementation so as to reduce the downtime.
“Root cause analysis is a method of problem solving that tries to identify the root causes
of faults or problems that cause operating events” Kiran, Mathew & Kuriakos (2013).
Root causes analysis was conducted to identify root causes of production downtime,
machine breakdown, cutting input delay, color shading issues, trims receiving delay,
planning issues, embellishment issues, measurement issue, and line feeding issue,
warehouse issue, quality issues and customer issue. Moreover, it was used to identify the
root causes of the major downtime.

74
4.3.7.1 Root Cause Analysis for Machine Breakdown

Figure 4.7: Causes an Effect Diagram of Machine Breakdown.

Source; - Survey data

Figure shows the initial cause and effect diagram of machine breakdown within the
sewing floor. The cause of machine breakdown may be poor pre- maintenance, employee
negligence, lack of technical knowledge of mechanical team, wrong machine setting,
insufficient machine hiring process and machine yards, use of low-quality machine parts
and lubricants and unexpected power failure. When analyzing survey results, it can be
clear that machine mechanics have poor performance working as a major bottleneck
within the production.

75
4.3.7.2 Root Cause Analysis for Trims Receiving Delay

Figure 4.8: Cause Effect Diagram of Trims Receiving Delay

Source: Survey data
Figure shows the cause and effect diagram of Trims receiving delay within the sewing
floor. The causes of Trims receiving delay may be merchandising issues, late GRN
process, poor communication with suppliers and merchandiser, sub stores delays due to
late inspection rejection, sometime transportation issues. Awareness of employees in the
sub stores are not aware regarding color code of threads, tags, heat seals, hooks and other
accessories, this will effect on releasing unmatched items for the production line. And
also survey result shows the using un-calibrated scale to measure the trims quality,
therefore stores need to count trims two wiser or more than that. This will be caused to
wait until receiving correct trims for the production lines.

76
4.3.7.3 Root Cause Analysis for Cutting Input Delay

Figure 4.9: Cause Effect Diagram of Trims Receiving Delay

Source: Survey data
Figure shows the cause and effect diagram of cutting input delay within the sewing floor.
Input delay in the cutting Department is constructed due to various reasons. Fabric not
available on time, fabric received with damages, wrong cutting process, improper
numbering are caused for cutting input delay. According to the survey employee
negligence and lack of skill workers are affected to lose the cut sheet and store cut panels
in the wrong place. Sometimes wrong marker ratio, not having approved pattern boards,
lack of trolley for storage of the fabric and cutting equipment not available are caused to
cutting input delay.

77
4.3.7.4 Root Cause Analysis for Color Shading Issue

Figure 4.10:.Cause Effect Diagram of Color Shading Issue

Source: Survey data
According to the survey results pending color approval, incomplete shad band, within the
roll color shading, shad band errors, UN-calibrate color box and inspection machines
affect the color shading issues. Sometimes without shad band and cutting the fabric also
impacts the color shading issue. Due to the employee's negligence and lack of technical
knowledge of the worker, the re-cutting errors occur.

78
4.3.7.5 Root Cause Analysis for Embellishment Delay

Figure 4.11: Cause Effect Diagram of Embellishment Delay

Source: Survey data

Above diagram shows what are the major causes that are impacted by the embellishment
delay. Delay of sending the embellishment panels, communication errors are categorized
under the management bone. Under the other main bones, lack of technical knowledge,
employee negligence, transport delay, pre-approval for embellishment, capacity issues of
embellishment plant and receiving damage embellishment are affected to the
embellishment delay.

79
4.3.7.6 Root Cause Analysis for Warehouse Issue

Figure 4.12: Cause Effect Diagram of Warehouse Issue

Source: Survey data
According to the survey results data only received under the five bones. Here goods
storage problem, employee negligence, transport delay, avoiding the warehouse process,
using the wrong machine for scale the trims and warehouse inventory problems are major
causes for warehouse issues.

80
4.3.7.7 Root Cause Analysis for Measurement Issue

Figure 4.13: Cause Effect Diagram of Measurement Issue

Source: Survey data

According to the survey results, communication error, lack of measurement knowledge,

improper size set process, Patton board errors, wrong marker making, wrong machine
setting and received wrong trims are major causes for the measurement issues.

81
4.3.7.8 Root Cause Analysis for Quality Issue

Figure 4.14 : Cause Effect Diagram of Quality Issue

Source: Survey data
In the garment industry quality is the most important concept. Time supervision error,
insufficient quality supervision service, carelessness of workers, lack of quality
knowledge of workers are directly impacting the quality issue. If not follow the 7/0 defect
measurements method, wrong machine setting and fabric defect and damages are the
order cause of quality issues.

82
4.3.7.9 Root Cause Analysis for Line Feeding Issues

Figure 4.15: Cause Effect Diagram of Line Feeding Issue

Source: Survey data

Line feeding issue is one of the downtime factors. Availability of machine operators
means that when the line feeding time if requirement operators are not available in the
production it directly affects the line feeding issue. Pre pre-production meeting is the
most important meeting in the garment plant. All the information which is needed for
garment sewing is discussed in this meeting and all the departments should participate in
this. If these meetings are properly conducted, employee negligence, lack of knowledge
of line feeding is a major cause of line feeding issues. Beginning of the line feeding
production needs an approved sample and style file. If it is not available, it will affect the
line feeding issue. And also if the plant has not required a sewing machine is the one of
root factors of line feeding issues.

83
4.3.7.10 Root Cause Analysis for Planning Issue

Figure 4.16: Cause Effect Diagram of Planning Issue

Source: Survey data

Figure root analysis for planning issues demonstrates that planning issues caused many
problems over all departments. Due to the communication issues among the planning
department and other departments, material commitment flair from suppliers, lack of
knowledge for planning, capacity issues of production are impacting the rapidly changing
production plan and communication error, re cut and short order quantities, variation in
production and cut plan are major cases for planning issues.

84
4.3.7.11 Root Cause Analysis for Customer Issue

Figure 4.17: Cause Effect Diagram of Customer Issue

Source: Survey data

Customer issue is another because which is impact to production downtime. But

according to the survey result only researchers have identified causes under the two
bones. Three are management and measurement. Under those bones if late order booking,
order cancelation from customer, communication among the customer and factory and
order ratio mismatching are major causes for impact to the customer issue.

85
4.4 OPEN- ENDED QUESTIONS

According to the quactioniar survey there are 22 questions are included under the open
ended quotations. Below 4.23 table shows 52 responses among the 70 are answers to the
Machine breakdown is most significant downtime driver on production downtime. And
the out of 11 variables only 8 variables are major drivers for the production down time in
Sri Lankan apparel industry. There are Time Receiving Delay, Color Shading Issues,
Embellishment issue, Machine Breakdown, Cutting Input Delay, Measurement Issues,
Quality Issues, and Warehouse Issue.

Table 4.23: Answers of the Q20, Q23, Q26, Q29, Q32, Q35, Q38, Q41, Q44, Q47 and
Q50 Open End Questions.

Total
Q2 Q2 Q2 Q2 Q3 Q3 Q3 Q4 Q4 Q4 Q5 Respon
0 3 6 9 2 5 8 1 4 7 0 ses
Machine
Breakdown 8 7 6 0 1 3 7 6 5 6 3 52
Measurement
Issues 2 3 2 3 3 0 3 2 2 2 2 24

Quality Issues 3 2 1 6 6 4 0 1 1 1 1 26
Cutting Input
Delay 5 4 2 2 0 2 2 1 1 2 1 22
Color Shading
Issues 4 0 3 3 6 3 2 3 2 3 4 33
Trims Receiving
Delay 0 2 1 1 4 1 1 1 1 1 3 16
Embellishment
issue 2 1 0 1 2 1 2 1 1 0 2 13

Warehouse Issue 1 1 1 2 3 2 1 1 1 1 0 14

Total Responses 25 20 16 18 25 16 18 16 14 16 16 200

86
Source: Survey data.

Below Figure show the graphically all results of the Q20, Q23, Q26, Q29, Q32, Q35,
Q38, Q41, Q44, Q47 and Q50 Open End Questions.

6
Frequency of responses

0
Q20 Q23 Q26 Q29 Q32 Q35 Q38 Q41 Q44 Q47 Q50

Factors

Machine Breakdown Measurement Issues Quality Issues Cutting Input Delay

Color Shading Issues Trims Receiving Delay Embellishment issue Warehouse Issue

Figure 4.18: Answers of the Q20, Q23, Q26, Q29, Q32, Q35, Q38, Q41, Q44, Q47 and
Q50 Open End Questions.
Source: Survey data

87
The table 4.24 shows how many Responses given to the answer for Q21, Q24, Q27, Q30,
Q33, Q36, Q39, Q42, Q45, Q48 and Q51. The 37 responses among the 70 are answers to
the suggestions to avoid the Machine breakdown. And the out of 11 responses are given
to suggestions for 8 variables.

Table 4.24: Answers of the Q21, Q24, Q27, Q30, Q33, Q36, Q39, Q42, Q45, Q48 and
Q51

Total
Q Q Q Q Q Q Q Q Q Q Q Respo
21 24 27 30 33 36 39 42 45 48 51 nses
Machine
Breakdown 6 4 3 0 1 3 5 5 4 3 3 37
Measurement
Issues 1 3 2 3 3 0 3 2 2 2 2 23

Quality Issues 3 2 1 2 2 4 0 1 1 1 1 18
Cutting Input
Delay 1 2 2 2 0 2 2 1 1 2 1 16
Color Shading
Issues 1 0 2 3 1 3 1 3 2 1 2 19
Trims
Receiving
Delay 0 2 1 1 4 1 1 1 1 1 3 16
Embellishment
issue 2 1 0 1 2 1 2 2 1 0 1 13
Warehouse
Issue 1 1 1 2 3 2 1 1 1 1 0 14
Total
Responses 15 15 12 14 16 16 15 16 13 11 13 156
Source: Survey data

88
Below figure visualization tool that shows answers for Q21, Q24, Q27, Q30, Q33, Q36,
Q39, Q42, Q45, Q48 and Q51
Figure 4.18: Answers of the Q21, Q24, Q27, Q30, Q33, Q36, Q39, Q42, Q45, Q48 and
7 Q51

5
Total Responses

0
Q21 Q24 Q27 Q30 Q33 Q36 Q39 Q42 Q45 Q48 Q51

Machine Breakdown Measurement Issues Quality Issues Cutting Input Delay

Color Shading Issues Trims Receiving Delay Embellishment issue Warehouse Issue

Source: Survey data

4.5 CHAPTER SUMMARY

The study helped to identify supervisors’ perception on major causes affecting production
downtime in the Sri Lankan apparel industry. According to the KMO and Bartlett’s test,
the value is .816 which means that it is good. Because that value is greater than .5. Alpha
value for the production downtime is 0.832. Moreover, In this study coefficient reveal
that, Trims receiving delay (B = .279, P < 0.05), Color shading issue (B=.288, P < 0.05),
Embellishment Issues (B= .114, P < 0.05), Machine Breakdown B= .404, P < 0.05) ,
Cutting Input Delay ( B= .184, P= 0.0 P < 0.05), Measurement Issues ( B= .351, P <
0.05) , Quality Issues (B = .308, P < 0.05) , Warehouse Issues ( B .188 , P < 0.05)
positively correlated with Production downtime. But line Feeding Issue, Planning Issues
and Customer Issues are insignificant to production downtime in Sri Lanka because the
89
significance level is more than 0.05. Furthermore answers for the open ended interpreted
Time Receiving Delay, Color Shading Issues, Embellishment issue, Machine Breakdown,
Cutting Input Delay, Measurement Issues, Quality Issues, and Warehouse Issue are major
drivers for the Production downtime in Sri Lankan apparel industry.

CHAPTER FIVE
90
 CONCLUSION AND RECOMMENDATIONS

5.1 INTRODUCTION TO THE CHAPTER

This final chapter is dedicated to make conclusions and recommendations based on the
findings of the study. This chapter opens with a summary of findings of the study
followed by the discussion of the findings. Discussion of the findings has been done
using and comparing findings of previous studies. Then it includes the limitations and
suggestions for future research. Finally the chapter gives conclusions and
recommendations based on the findings of the study and the implications of the study.

5.2 SUMMARY OF THE FINDINGS

In this study coefficient reveal that, Trims receiving delay (B = .279, P < 0.05), Color
shading issue (B=.288, P < 0.05), Embellishment Issues (B= .114, P < 0.05), Machine
Breakdown B= .404, P < 0.05) , Cutting Input Delay ( B= .184, P= 0.0 P < 0.05),
Measurement Issues ( B= .351, P < 0.05) , Quality Issues (B = .308, P < 0.05) ,
Warehouse Issues ( B .188 , P < 0.05) positively correlated with Production downtime.
Line Feeding Issue, Planning Issues and Customer Issues are insignificant as the
significance level is more than 0.05.
From the above result, it is evident that the Time Receiving Delay, Color Shading Issues,
Embellishment issue, Machine Breakdown, Cutting Input Delay, Measurement Issues,
Quality Issues, and Warehouse Issue have unstandardized coefficients of .279, .288, .114,
.404, .184, .351, .308, .188 respectively.
According to the above findings,
 The major drives for the production downtime in Sri Lankan apparel industry is, Machine
Breakdown, Measurement Issues, Quality Issues, Cutting Input Delay, Color Shading
Issues, Trims Receiving Delay, Embellishment issue, and Warehouse Issue.
 Under the upstream disturbances, Trims Receiving Delay, Embellishment issue,
Warehouse Issue and Color shading issues are positively correlated with production
downtime in Sri Lankan apparel industry.
 Under the internal disturbances, Machine breakdown, cutting input delay, Measurement
91
 Issue and quality issues are positively correlated with production downtime in Sri Lankan
apparel industry.
 Under the downstream disturbances Planning Issues and Customer Issues are
insignificant with production downtime in Sri Lankan apparel industry. It means that
Planning Issues and Customer Issues do not correlated with production downtime in Sri
Lankan apparel industry.

After identifying the major causes, the study aims to develop root cause analysis for
major causes and solutions were identified in terms of respondents' views. When
evaluating current managerial strategies used for minimizing production downtime and
enhancing firm performance it was revealed that they focus on enhancing information
flowing among the Departments.
5.3 DISCUSSION OF THE FINDINGS

The study helped to identify supervisors’/ line leaders’ perception on major causes
affecting production downtime in Sri Lankan apparel industry. This study was analyzed
internal and external consistency. According to the survey data KMO value .816 is
excellent because the value is greater than .5. This value is good because correlations
between pairs of variables can be explained by the other variables and Cronbach's alpha
value for production downtime is 0.832. So both internal and external value was excellent
and the research tool was reliable and will give credible results.
With using rank method, which was based on mean values for primary causes of
production downtime. Moreover, analysis of collected data showed closer values in mean
and standard deviation. According to the mean values in Table 4.8, one can conclude that
‘Machine Breakdown’ is the most important variable that influences production
downtime. The lowest value of 1.51 for ‘customer issue’ indicates that the respondents
approximately strongly disagree on the production downtime (See Annex).
According to the factor analysis, examine the loading pattern to determine the factor that
has the most influence on each variable. Loadings close to -1 or 1 indicate that the factor
strongly influences the variable. Loadings close to 0 indicate that the factor has a weak
influence on the variable. Some variables may have high loadings on multiple factors.
92
Unrotated factor loadings are often difficult to interpret. Factor rotation simplifies the
loading structure, allowing to more easily interpret the factor loadings. However, one
method of rotation may not work best in all cases. Interpreting factor loadings is similar
to interpreting the coefficients for principal component analysis. In the 4.7 table, the
values that we consider large are in boldface, using about .5 as the cutoff.
Factor 1 is correlated with customer issue, planning issues, line feeding issue, warehouse
issue, quality issues and measurement issues. It was means that the first factor is
primarily a measure of these variables.
Similarly, Factor 2 is correlated most strongly with machine breakdown, color shading
issue and trims receiving delay. It was means that the second factor is primarily a
measure of these variables.
Likewise, Factor 3 is correlated most strongly with cutting input delay and embellishment
issue.
As stated in chapter 1, the main objective of this study is to investigate the major drivers
for production downtime in Sri Lankan apparel industry. According to the coefficient
analysis Machine Breakdown, Measurement Issues, Quality Issues, Cutting Input Delay,
Color Shading Issues, Trims Receiving Delay, Embellishment issue, and Warehouse
Issue. This study coefficient reveal that, Trims receiving delay (B = .279, P < 0.05),
Color shading issue (B=.288, P < 0.05), Embellishment Issues (B= .114, P < 0.05),
Machine Breakdown B= .404, P < 0.05) , Cutting Input Delay ( B= .184, P= 0.0 P <
0.05), Measurement Issues ( B= .351, P < 0.05) , Quality Issues (B = .308, P < 0.05) ,
Warehouse Issues ( B .188 , P < 0.05) positively correlated with Production downtime.
According to the results of the study, the first specific objective which was to study how
the upstream disturbances affect for the production downtime in Sri Lankan apparel
industry. The coefficient analysis, Trims Receiving Delay (B = .279, P < 0.05),
Embellishment issue (B= .114, P < 0.05), Warehouse Issue ( B .188 , P < 0.05) and
Color shading issues (B=.288, P < 0.05) are positively correlated with production
downtime in Sri Lankan apparel industry under the upstream disturbances. All the factors
directly influence to the production downtime in Sri Lankan Apparel industry.
The second specific objective which was established that to study how the internal
93
disturbances affect for the production downtime in Sri Lankan apparel industry.
Correlation between Machine breakdown, cutting input delay, Measurement Issue and
quality issues are statistically significant. This study shows the same with line feeding
issue 0.416 correlation with production downtime but significant level is greater than
0.05. Therefore Line feeding issue was not major driver to production downtime.

The third specific objective which was established that to study how the downstream
disturbances affect for the production downtime in Sri Lankan apparel industry.
According to the analysis beta value of Customer issue is 1.361 and planning issue is
1.236. It means that both variables are positive impact on production downtime. But here
significant level is greater than 0.05. Therefore Customer issue and planning issues were
not major drivers to production downtime. Furthermore that result interpreted
downstream disturbance does not impact to the production downtime in Sri Lankan
appeal industry.
According to the answers of the Q20, Q23, Q26, Q29, Q32, Q35, Q38, Q41, Q44, Q47
and Q50 Open End Questions, 52 responses among the 70 are answers to the Machine
breakdown is most significant downtime driver on production downtime. And the out of
11 variables only 8 variables are major drivers for the production down time in Sri
Lankan apparel industry. There are Time Receiving Delay, Color Shading Issues,
Embellishment issue, Machine Breakdown, Cutting Input Delay, Measurement Issues,
Quality Issues, and Warehouse Issue.
A detailed study was conducted on causes for primary causes of production downtime
using Root cause analysis. Root cause analysis was done by researcher according to the
questionnaire survey. Root causes for machine breakdowns were identified as the poor
pre- maintenance, employee negligence, lack of technical knowledge of mechanical team,
wrong machine setting, insufficient machine hiring process and machine yards, use of
low-quality machine parts and lubricants and unexpected power failure. When analyzing
survey results, it can be clear that machine mechanics have poor performance working as
a major bottleneck within the production.
In addition to that, the causes of Trims receiving delay may be merchandising issues, late
GRN process, poor communication with suppliers
94
and merchandiser, sub stores delays
due to late inspection rejection, sometime transportation issues. Awareness of employees
in the sub stores are not aware regarding color code of threads, tags, heat seals, hooks and
other accessories, this will effect on releasing unmatched items for the production line.
And also survey result shows the using un-calibrated scale to measure the trims quality,
therefore stores need to count trims two wiser or more than that. This will be caused to
wait until receiving correct trims for the production lines.
Input delay in the cutting Department is constructed due to various reasons. Fabric not
available on time, fabric received with damages, wrong cutting process, improper
numbering are caused for cutting input delay. According to the survey employee
negligence and lack of skill workers are affected to lose the cut sheet and store cut panels
in the wrong place. Sometimes wrong marker ratio, not having approved pattern boards,
lack of trolley for storage of the fabric and cutting equipment not available are caused to
cutting input delay.
Furthermore According to the survey results pending color approval, incomplete shad
band, within the roll color shading, shad band errors, UN-calibrate color box and
inspection machines affect the color shading issues. Sometimes without shad band and
cutting the fabric also impacts the color shading issue. Due to the employee's negligence
and lack of technical knowledge of the worker, the re-cutting errors occur.
Delay of sending the embellishment panels, communication errors are categorized under
the management bone. Under the other main bones, lack of technical knowledge,
employee negligence, transport delay, pre-approval for embellishment, capacity issues of
embellishment plant and receiving damage embellishment are affected to the
embellishment delay.
According to the survey results data only received under the five bones. Here goods
storage problem, employee negligence, transport delay, avoiding the warehouse process,
using the wrong machine for scale the trims and warehouse inventory problems are major
causes for warehouse issues.
In addition, communication error, lack of measurement knowledge, improper size set
process, Patton board errors, wrong marker making, wrong machine setting and received
wrong trims are major causes for the measurement issues.
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In the garment industry quality is the most important concept. Time supervision error,
insufficient quality supervision service, carelessness of workers, lack of quality
knowledge of workers are directly impacting the quality issue. If not follow the 7/0 defect
measurements method, wrong machine setting and fabric defect and damages are the
order cause of quality issues.

5.4 IMPLICATIONS OF THE STUDY

The results of the study imply that the considered factors are good predictors of the
production downtime in Sri Lankan apparel industry. In addition to these factors, there
may be other important variables left out of this study those variables are open for
investigating in future research. The finding highlights the Machine Breakdown,
Measurement Issues, Quality Issues, Cutting Input Delay, Color Shading Issues, Trims
Receiving Delay, Embellishment issue, and Warehouse Issue are major cases of
production down time in Sri Lankan apparel industry.

Based on the findings also explained only two types of disturbance to relate to the
production downtime. There are Upstream disturbance: Trims Receiving Delay,
Embellishment issue, Warehouse Issue and Color shading issues and Internal
disturbance: Machine breakdown, cutting input delay, measurement issues, quality issues.
Furthermore finding explained Downtime disturbance are not related to production
downtime.

The study results of Vilasini, Gamage, Kahangamage, & Thibbotuwawa showed that
ineffective resource utilization, poor information flow and non- productive unnecessary
activities are the main factors that contribute to downtime. But in this research findings
are incompatible with the study results of Vilasini, Gamage, Kahangamage, &
Thibbotuwawa. Because according to the this causes are Machine Breakdown,
Measurement Issues, Quality Issues, Cutting Input Delay, Color Shading Issues, Trims
Receiving Delay, Embellishment issue, and Warehouse Issue.

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5.5 RECOMMENDATIONS
As per the result of the study it was observed a Machine Breakdown, Measurement
Issues, Quality Issues, Cutting Input Delay, Color Shading Issues, Trims Receiving
Delay, Embellishment issue, and Warehouse Issue are the main Production Downtime in
Sri Lankan Apparel Industry. Though it is beyond the objectives of this study it surfaces a
clear way for making recommendations which provides rationale for decision making
especially in the top management in Apparel Industry. Since there is a practical
importance of the findings of this study, for the benefit of decision makers following
recommendations are made based on the findings of this study.
Machine Breakdown -

Vilasini, Gamage, Kahangamage, & Thibbotuwawa conducted the study, and they
recommend that focusing on an organized workplace, systematic production processes,
standardized quality assurance practices and production methods will greatly help Sri
Lankan manufacturing organizations to be more productive. Present research has
developed some recommendations for minimizing machine breakdown downtime.
Machine pre-maintenance and systematic maintenance should be followed up by the
maintenance Department and process audit team should audit the maintenance system
and as well as Training for machine cleaning procedures should be provided for machine
operators and Provide skill development training for mechanics and hiring well
experienced mechanical engineers for the maintenance Department. This will help to
reduce the impact of production downtime.

Cutting Input Delay-

According to the findings of research, it is revealed the Cutting input delay highly values
the Production Downtime. So, it is suggested to improve the process such as keep the
check point for the cut sheet, make the proper place to keep the cut panels and numbering
process. And can be recommended for improving knowledge of employees regarding
97
cutting process and management needs to supply machine requirements for the cutting
such as trolley and other cutting machines. Finally, if the Organizations can increase
productivity and reduce the downtime of cutting input delay.

Color Shading Issues -

Color Shading is the one of the Production Downtimes and here researcher has
recommended preparing proper shade bands. It means that, develop shade bands and get
approval for all shade bands which the company has in their bulk fabric. Mark shade
band no. to each fabric roll / then. Another one is Communicate with clear information
such as when a company receives an order with varied shades of fabrics, information
must be shared with the cutting department as well as the production department. Check
garment component shade variation at the end of line inspection (at the end of sewing
process) and use a proper inspection machine and color box to check the trims shading
are helped to minimize the downtime.

Trims Receiving Delay -

Other than that, improving the GRN process of goods in the garment industry and
improving the transport system can be influenced to reduce the impact of trims receiving
delay. As well as develop, improve the communication system and improve process for
coordinating suppliers and merchandisers before receiving trims to organization, using
calibrated machines can be influenced by Sri Lankan manufacturing organizations to
reduce their trims receiving delay downtime.
Embellishment Delay -

Embellishment delay is the one of most relevant downtime in the apparel industry.
Improving the process of embellishment, pre plan the date of sending and receiving
embellishment panels, improve the communication system and transportation facility are
recommended to minimize the downtime of Embellishment delay in apparel industry in
Sri Lanka.

98
Measurement Issues -

According to the findings of research, it is revealed the measurement issues highly value
the Production Downtime. Checking whether it is a good time and place to communicate
with the person and being clear and using language that the person understands can avoid
the communication barriers of measurement. Improving size set process, making and
checking pattern board before the release production. Improving the machine setting and
using the correct measurement methods helped to avoid the measurement issues.

Quality Issues -

With improving knowledge of 7/0 defects method and other quality methods of
employees, giving close supervision, improving machine setting process and recruitment
educated quality supervisor to companies can minimize the quality downtime in Sri
Lankan apparel Industry. Developing, improving the communication system and
improving process for coordinating quality, merchandising and product development
departments in the pre- production meeting, can be influenced by Sri Lankan
manufacturing organizations to reduce their quality downtime.
Warehouse Issues -

Here it can be recommended to improve the Goods storage process, transport process,
inventory process and develop a good supervision process. These can be influenced by
Sri Lankan manufacturing organizations to reduce their Warehouse downtime.
Furthermore, Shape up company supply chain with time-phased visibility into forecasts,
inventories, customer orders, and in-transit goods and Properly constructed management
meetings. Implementation of standard times and monitoring control systems in the
Cutting, Sewing and Finishing departments and Layout improvements in Cutting and
Finishing and Generate sourcing plans that keep inventories in sync with ever-changing
forecasts are will be helped to reduce the downtime and will greatly help Sri Lankan
manufacturing organizations to be more productive.

99
5.6 LIMITATIONS AND FUTURE RESEARCH DIRECTIONS

When interpreting the findings of this study, keep the following limitations in mind.
These limitations might also be used to guide future research.
The data for this study comes mostly from three large-scale garment manufacturing
companies in Sri Lanka. This might have an influence on the generalizability of the
study. Future study may collect data from a variety of areas to improve the reliability and
validity of results.
A cross-sectional survey was also performed, and the hypotheses were examined in the
context of Sri Lankan large- scale apparel manufacturing organizations. The results of a
longitudinal survey conducted in other developing nations may differ.
The production modules/ lines which are run by team leaders, several production lines
having no team leaders, are governed by one of the zone leaders. In this situation there is
no responsible person to give special consideration to the performance of the production
line.
Furthermore, the author' personal research interests and knowledge are typically reflected
in conceptual models. As a result, various procedures must be taken to ensure the
impartiality of the conceptual model, including the use of developed literature review
methodologies.
The paper also recommends that the model be empirically validated and expanded in the
future. Moreover, despite the sample size providing an adequate representative of the
population, future research may look into measures to increase respondent participation
in order to confirm the study's conclusions. Also, while common method bias and
nonresponse bias are known to impair all survey research, future studies might employ a
range of strategies to mitigate their influence on the study's findings.
In this competitive world, manufacturers always try to make their productions a top
priority. Production efficiency is vital in this regard. Unplanned production downtime is
the major contributing factor for loss of profit even with new technologies. According to
this study, production downtimes occur by machine breakdowns, trims receiving delay,
color shading issues, cutting input delay and planning issues. To maximize profits,
10
0
companies have made operational efficiency a top priority. The requirements of
outstanding performance force companies need to reduce their total production downtime
frequency. In this study recommended suggestions for reducing production downtime. It
will help the companies to optimize company efficiency.

5.7 CHAPTER SUMMARY

This chapter included the summary of findings of the study followed by the discussion of
the findings, the limitations, and suggestions for future research. Finally, the chapter
discussed the conclusions and recommendations based on the findings of the study, the
implications of the study and limitations of research.

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 English Questionnaire
Appendix- I

DRIVERS OF THE PRODUCTION DOWNTIME: A CASE OF SRI LANKAN

APPAREL INDUSTRY

Dear Sir / Madam,

I am a student of Master of Business Administration degree at the faculty of Business

Studies and Finance- Wayamba university of Sri Lanka. As per the partial fulfillment, I
wish to do research on the topic of “Drivers of the production downtime: A case of Sri
Lankan apparel industry”. The purpose of this study is to get the data on the above
mentioned topic. I declare that your responses are kept confidentially and used only for
the study purpose.

I part

Please tick (√) relevant cage.

1. Production module/ Line number you belong: ………………………………………….

2. Position: ………………………….

3. Gender:

Female
Male

4. Age:

Within 18-20
Within 21-25
Within 26-30
Above 30

5. Service period

Below 6 Month
Within 6 month -1 Year
Within 1-2 Year
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 More than two year

6. Number of operations that you can engage

Only one operation
Only two operations
Only three operations
More than Three

7. Educational Qualifications

For Grade 8
For G.C.E.(O/L)
For G.C.E. (A/L)
Undergraduate/Diploma/
HND

Part Two

According to your view, please choose relevant options.

Down time factor Frequentl Occasionall Rarely Very Never

y y Rarely
08. Trims Receiving Delay affects
downtime
09. Color Shading Issues affect downtime
10. Embellishment Issue affects downtime
11. Machine Breakdown affects downtime
12. Cutting Input Delay affects downtime
13. Measurement Issues affect downtime
14. Quality Issues affect downtime
15. Line Feeding Issues affects downtime
16. Planning Issues affect downtime
17. Customer Issues affect downtime
18. Logistics Issues affect downtime

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8
 Part Three

Please choose the answers for the following questions using (√). You can use the
following space and indicate your answers.

SA-Strongly Agree, A- Agree, SWA- Somewhat Agree, NI- No Idea, SWD- Somewhat
Disagree, D- Disagree, SD- Strongly Disagree

19.Trims receiving delay.

SA A SWANI D SWDSD
I believe that merchandising issues mostly affect
01. the trims receiving delay.
I believe that Supplier delay mostly affects the
02. trims receiving delay.
I believe that unmatched items receive to the line
03. and are mostly affected by the trims receiving
delay.
I believe that transportation issues are mostly
04. affected by the trims receiving delay.
I believe that trims inspection rejection is mostly
05. affected by the
Trims receiving delay.
I believe that employee negligence mostly affects
06. the trims receiving delay.

20. In addition to the above mentioned situations, what are the other factors that
affect the trims receiving delay?

21. What are your suggestions to avoid Trims receiving delays?

22.Color Shading Issues

SA A SWANI D SW SD
D
I believe that pending color approval mostly
01. affects the color shading issues.
I believe that un-calibrated color boxes and
02. inspection machines mostly affect the color
shading issues.
I believe that incomplete shade bands mostly affect
03. the color shading issues.
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9
 I believe that within the roll color shading issue
04. mostly affects the color shading issues.
I believe that employee negligence mostly affects
05. the color shading issues.
I believe lack of technical knowledge of color
06. shading mostly affects color shading issues.

23. In addition to the above mentioned situations, what are the other factors that
affect the color shading issues?

24.What are your suggestions to avoid the color shading issues?

25.Embellishment Issues

SA A SW NI D SW S
A D D
I believe that embellishment transport issues mostly
01. affect the embellishment delay.
I believe that receiving damage embellishment mostly
02. affects the embellishment delay.
I believe that sending panels again and again to
03. embellishment plants mostly affect the embellishment
delay.
I believe that communication errors with
04. embellishment plants mostly affects the embellishment
delay.
I believe that embellishment sending delay mostly
05. affects the embellishment delay.
I believe that lack of embellishment technical
06. knowledge mostly affects the embellishment delay.
I believe that employee negligence mostly affects the
07. embellishment delay.

26. In addition to the above mentioned situations, what are the other factors that
affect the embellishment delay?

27.What are your suggestions to avoid the Embellishment issues?

28.Machine Breakdown

SA A SW NI D SW S
A D D
I believe that employee negligence mostly affects the
01. machine
Breakdown.
11
0
 I believe that using local quality machine parts is mostly
02. affected by the machine Breakdown.
I believe that unexpected power failure is mostly
03. affected by the machine
Breakdown.
I believe that using a damaged motor box / electronic
04. box mostly affects the machine Breakdown.
I believe that wrong settings for the machine are mostly
05 affected by the machine Breakdown.
I believe that technical knowledge of machines mostly
06. affects the machine breakdown.

29. In addition to the above mentioned situations, what are the other factors that
affect the machine breakdown?
30.What are your suggestions to avoid the machine breakdowns?

31.Cutting Input Delay

SA A SWANI D SWDSD
I believe that employee negligence mostly affects the
01. cutting input delay.
I believe that the wrong numbering process mostly
02. affects the cutting input delay.
I believe that the wrong cutting process mostly
03. affects the cutting input delay.
I believe that non availability of on time fabric
04. affects the cutting input delay.
05. I believe that missing cut sheets mostly affect the
input delay.
I believe that Unmarked fabric defects and damages
06. mostly affect the cutting input delay.
I believe that the wrong location is selected for
07 keeping cut panels affecting the cutting input delay.

32. In addition to the above mentioned situations, what are the other factors that
affect the cutting input delay?

33.What are your suggestions to avoid the cutting input delay?

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34.Measurement Issues

SA A SWANI D SW SD
D
01. I believe that pattern board errors mostly affect
measurement issues.
02. I believe that wrong machine settings mostly affect
measurement issues.
03. I believe that maker making errors mostly affect
measurement issues.
I believe that following the wrong size set process
04. mostly affects measurement issues.
I believe that miscommunication between customers
05. and factory mostly affects measurement issues.
I believe that lack of measurement skills mostly affects
06. measurement issues.

35. In addition to the above mentioned situations, what are the other factors that
affect the measurement issues?

36. What are your suggestions to avoid the measurement issues?

37.Quality Issues

SA A SWANI D SW SD
D
I believe that not following 7/0 defects identification
01. method mostly affects the quality issues.
I believe that not identifying fabric defects and
02. damages mostly affect the quality issue.
I believe that lack of quality supervisor service mostly
03. affects the quality issue.
04. I believe that wrong machine settings affect the quality
issue.
05. I believe lack of time to supervise mostly affects the
quality issue.
06. I believe that employee negligence mostly affects the
quality issue.
I believe that lack of quality method knowledge mostly
07. affects the quality issues.

38. In addition to the above mentioned situations, what are the other factors that affect the
quality issues?

39.What are your suggestions to avoid the quality issues?

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40.Line feeding time

SA A SWANI D SW SD
D
I believe that availability of machines mostly affects
01. the line feeding issue.
I believe that lack of knowledge of line feeding mostly
02. affects the line feeding issue.
I believe that availability of machine technicians
03. mostly affects the line feeding issue.
I believe that the wrong process of style file mostly
04. affects the line feeding issue.
I believe that communication errors (PP meetings not
05. conducting) mostly affect the line feeding issue.
I believe that bulk approved samples mostly affect the
06. line feeding issue.
07. I believe that employee negligence mostly affects the
line feeding issue.

41. In addition to the above mentioned situations, what are the other factors that
affect the line feeding issue?

42. What are your suggestions to avoid taking a long time for line feeding?

43. Planning issues

SA A SWA NI D SWDSD
I believe that rapid changes in production plans
01. mostly affect the planning issue.
I believe that capacity booking issues mostly
02. affect the planning issue.
I believe that supplier commitment failures
03. mostly affect the planning issue.
I believe that lack of knowledge of planning
04. mostly affects the planning issue.

44. In addition to the above mentioned situations, what are the other factors that

affect the planning issues?

45.What are your suggestions to avoid the planning issues?

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46.Customer issues

SA A SWANI D SWD SD
I believe that order booking delays mostly affect
01. the customer issues.
I believe that order ratio mismatching mostly
02. affects the customer issues.
I believe that order cancelation mostly affects
03. the customer issues.
I believe that customer communication issues
04. mostly affect the customer issues.

47.In addition to the above mentioned situations, what are the other factors that affect the
customer issues?
48.What are your suggestions to avoid the customer issues?

49.Warehouse issues.

SA A SWANI D SWDSD
I believe that goods storage problems mostly
01. affect the warehouse issues.
I believe goods transportation issues mostly
02. affect the warehouse issues.
I believe that inventory problems mostly affect
03. the warehouse issues.
I believe that employee negligence mostly affects
04. the warehouse issues.
I believe that violation of warehouse processes
05. mostly affects the warehouse issues.

50. In addition to the above mentioned situations, what are the other factors that
affect the warehouse issues?

51.What are your suggestions to avoid the warehouse issues

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 Appendix - II

සිංහල ප්‍රශ්නාවලිය
ශ්‍රීලිංකාවේ ඇගලුම ් කර්මාන්ත වල ඵලදාය ි නිෂ්පාදන කාලය (Downtime) අපවේ යෑමට බලපාන සාධක.

මා වයාපාර පරිපාලනය පිළිබඳ ශාස්රපති උපාධිය හදාරනු ලබන ශිෂයයකු වන අතර පාඨමාලාවේ අර්ධ
අවශයතාවයකට අනුව ශ්‍රී ලිංකාවේ ඇඟලුම් කර්මාන්තවල ඵලදායි නිෂ්පාදන කාලය (Downtime) අපවේ
යෑමට බලපාන සාධක පිළිබඳව සමීක්ෂණයයක් සදු කරනු ලබයි. වමම සමීක්ෂණය අරමුණ ඉහත සඳහන්
මාතෘකාව පිළිබඳ දේත ලබා ගැනීමයි. ඔබවේ ප්‍රතිචාරවේ රහසයභාවය හා එම අදහස් වවනේ අරමුණු
සඳහා භාවිතා වනාකරන බවේ මම ප්‍රකාශ කරමි.

I වකාටස
පහත සඳහන ් ප්‍රශ්න සඳහා වකට ි පිළිතුර ු වදන්න.

1. ඔබ අයේ වන නිෂ්පාදන කණ්ඩායම් අිංකය :-

2. තනතුර:-

3. ස්ී / පුරුෂ භාවය:-

4. වයස:-

අවු:18-20 අතර

අවු: 21-25 අතර

අවු: 26-30 අතර

අවු: 30 ට ඉහළ

5. රැකියා කාලය

මාස 6 ට අඩු

මාස 6- අවුරුද්දක් අතර

අවු 1- 2 අතර

අවුරුදු 2 ට වැඩි

6. ඔබට නිරත විය හැකි වමවහයුම් ක්‍රියාවලින් ගණන:-

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 වමවහයුම් ක්‍රියාවලින් එකක් සඳහා

වමවහයුම් ක්‍රියාවලින් වදකක් සඳහා

වමවහයුම් ක්‍රියාවලින් තුනක් සඳහා

වමවහයුම් ක්‍රියාවලින් 3 ට වැඩි

7. අධයාපන සුදුසුකම්:-

8 වර්ණිය දක්වා

අ.වපා.ස ( සා.වපළ) දක්වා

අ.වපා.ස (උසස් වපළ) දක්වා

උපාධි හා පාඨමාලා

II වකාටස

ඔවේ මතය අනුව අදාළ විකල්පය වතෝරන්න.

නිතර ඉඳහිට කවදාවේ

ඵලදායි නිෂ්පාදන කාලවේ (downtime) අපවේ යෑමට බලපාන සාධක කලාතුරකින් වනාමැත
ඉතා
කලාතුරකිනි

ඵලදායි නිෂ්පාදන කාලය (Downtime) අපවේ

08. යෑම සඳහා අමුද්‍රවය ලැබීම ප්‍රමාදවීම
බලපායි
09. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම සඳහා colour
shading
ප්‍රශ්න බලපායි
10. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම සඳහා
emblishment
්් රශ්න බලපායි
11. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම සඳහා යන්ර
බිඳවැටීම්
බලපායි
12. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම සඳහා
කටින්
input ප්‍රමාදවීම බලපායි
13. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම සඳහා
මිනුම්
(Mersurment) ප්‍රශ්න බලපායි
14. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම සඳහා වකාලිටි
ප්‍රශ්න
බලපායි
15. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම සඳහා
lines feeding
ප්‍රශ්න බලපායි
16. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම සඳහා
සැලසුම්
(Planning) ප්‍රශ්න බලපායි

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17. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම
සඳහා ගැනුම්කරුවේ ප්‍රශ්න බලපායි
18. ඵලදායි නිෂ්පාදන කාලය අපවේ යෑම සඳහා
ගබඩා ප්‍රශ්න
බලපායි

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 III වකාටස

කරුණාකර (√) භාවිතා කරමින ් පහත සඳහන ් ප්‍රශ්න සඳහා පිළිතුර ු වතෝරන්න. ඔබට පහත අවකාශය
භාවිතා කර ඔවේ පිළිතුරු
දැක්විය හැකිය.
SA- දැඩි වලස එකඟ වන්න, A- එකඟ වන්න, SWA- තරමක් එකඟයි, NI- අදහස් නැත, SWD- තරමක් එකඟ
වනාවීම, D- එකඟ වනාවීම, SD- දැඩි වලස එකඟ වනාවීම

19. අමුද්‍රව්‍ය ප්‍රමාද වීම.

SA A SWA NI D SWD SD

01. අමුද්‍රවය ප්‍රමාදවීමට merchndising ප්‍රශ්න බලපාන බව මම විශ්වාස කරමි.

02. අමුද්‍රවය ප්‍රමාදවීමට සැපයුම්කරුවන්වේ ප්‍රමාදය බලපාන බව මම විශ්වාස
කරමි.
03. අමුද්‍රවය ප්‍රමාදවීමට වනාගැලවපනඅ මුද්‍රවය ලැබීම බලපාන බව මම විශ්වාස
කරමි.
04. අමුද්‍රවය ප්‍රමාදවීමට ් රවාහන ගැටලු බලපාන බව මම විශ්වාස කරමි.

05. අමුද්‍රවය ප්‍රමාදවීමට inspection එක හරහා අමුද්‍රවය ප්‍රතික්වෂ්ප වීම් බලපාන බව

මම විශ්වාස කරමි.

06 අමුද්‍රවය ප්‍රමාදවීම සඳහා වස්වක වනාසැලකිල්ල බලපාන බව මම විශ්වාස කරමි

20. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

21. අමුද්‍රවය ප්‍රමාදවීම වැළැක්වීමට ඔබවේ වයෝජනා වමානවාද ?

22. Color shading ප්‍රශ්න.

SA A SWA NI D SWD SD
01. Color shading ප්‍රශ්න සඳහා pending color approval බලපාන බව මම විශ්වාස කරමි
02. Color shading ප්‍රශ්න සඳහා වස්වක වනාසැලකිල්ල බලපාන බව මම විශ්වාස කරමි
ක්‍රමාිංකනය වනාකල colour box සහ පරීක්ෂණ යන්ර වනාතිබීම colour shading ප්‍
03. රශ්න සඳහා
බලපාන බව මම විශ්වාස කරමි.
04. Colour shading ප්‍රශ්න සඳහා shade band සම්ූර්ණ වනාවීම බලපාන බව මම
විශ්වාස කරමි
05. Colour shading ප්‍රශ්න සඳහා within the roll shading ප්‍රශ්නය බලපාන බව මම
විශ්වාස කරමි
06. Color shading ප්‍රශ්නය සඳහා තාක්ෂණික දැනුම වනාමැති වීම බලපාන බව මම
විශ්වාස කරමි

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23. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

24. Color shading ප්‍රශ්නය වැලළැක්වීමට ඔබවේ වයෝජනා වමානවාද?

25.Embellishment ප්‍රමාද වීම.

SA A SWA NI D SWD SD
01. Embellishment ප්‍රමාදවීමට ප්‍රවාහන ප්‍රශ්න බලපාන බව මම විශ්වාස කරමි.
02. Emblishment ප්‍රමාදවීමට emblishment ඩැවම්ජ් බලපාන බව මම විශ්වාස කරමි.
Emblishment ප්‍රමාදවීමට ඇඟලුම් වකාටස් වරින්වර යැවීම නිසා බාහිර ආයතන
03. සදුවන ප්‍රමාදය
බලපාන බව මම විශ්වාස කරමි.
04. Emblishment ප්‍රමාදවීමට දුබල සන්නිවේදනය බලපාන බව මම විශ්වාස කරමි.
ඇඟලුම් වකාටස් බාහිර ආයතන වවත යැවීමට ප්‍රමාදවීම Emblishment ප්‍රමාදවීමට
05. බලපාන බව මම
විශ්වාස කරමි.
Emblishment ප්‍රමාදවීම සඳහා emblishment සම්බන්ධ තාක්ෂණ දැනුම වනාමැති වීම
06. බලපාන බව මම
විශ්වාස කරමි.
07. Emblishment ප්‍රමාදවීම සඳහා වස්වක වනාසැලකිල්ල බලපාන බව මම විශ්වාස
කරමි

26. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

27. Emblishment ප්‍රමාද වීම වැළැක්වීමට ඔබවේ වයෝජනා වමානවාද?

28. යන්ත්‍ර අඩපණ වීම.

SA A SWA NI D SWD SD
01. වස්වක වනාසැලකිල්ල වබාවහෝ දුරට යන්ර අඩපණ වීමට බලපානු ඇතැයි මම
විශ්වාස කරමි.

02. ගුණාේමක යන්ර වකාටස් භාවිතා වනාකිරීම යන්ර බිඳවැටීමට බලපානු ඇතැයි මම
විශ්වාස කරමි.
03. අනවේක්ිත විදුලි බිඳවැටීම යන්ර බිඳවැටීමට බලපානු ඇතැයි මම විශ්වාස කරමි.
හානියට පේ වමෝටර් වපට්ටටියක් / ඉවලක්වරානික වපට්ටටියක් භාවිතා කිරීම
04. වබාවහෝ දුරට යන්ර
බිඳවැටීමට බලපානු ඇතැයි මම විශ්වාස කරමි.
05. වැරදි යන්ර සැකසුම් වබාවහෝ දුරට යන්ර බිඳවැටීමට බලපානු ඇතැයි මම
විශ්වාස කරමි.
06. යන්ර පිළිබඳ තාක්ෂණික දැනුම වනාමැතිවීම යන්ර බිඳවැටීමට බලපානු ඇතැයි මම
විශ්වාස කරමි.

29. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

30. යන්ර බිඳව වැටීම වැළැක්වීම සඳහා ගත හැකි ක්‍රියාමාර්ග වමානවාද?

31. Cutting input ප්‍රමාදය.

11
9
 SA A SWA NI D SWD SD
01. වස්වක වනාසැලකිල්ල වබාවහෝ විට cutting input ප්‍රමාදයට බලපානු ඇතැයි මම
විශ්වාස කරමි.

12
0
 02. Cut sheet නැතිවීම cutting input ප්‍රමාදයට බලපානු ඇතැයි මම විශ්වාස කරමි.
03. වැරදි කැපීවම් ක්‍රියාවලිය cutting input ප්‍රමාදයට බලපානු ඇතැයි මම විශ්වාස
කරමි.
වැරදි අිංක කිරීවම් ක්‍රියාවලිය වබාවහෝ දුරට cutting input ප්‍රමාදයට බලපානු
04. ඇතැයි මම විශ්වාස
කරමි.
05. නියමිත වේලාවට වරදි වනාලැබීම cutting input ප්‍රමාදයට බලපානු ඇතැයි මම
විශ්වාස කරමි.
06.. සලකුණු වනාකළ වරදි වදෝෂ හා හානි cutting input ප්‍රමාදයට බලපානු ඇතැයි මම
විශ්වාස කරමි.
07. Cut panels වැරදි ස්ථානයක තබා ගැනීම cutting input ප්‍රමාදයට බලපානු ඇතැයි මම
විශ්වාස කරමි.

32. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

33. Cutting input ප්‍රමාදය වැළැක්වීම සඳහා ගත හැකි ක්‍රියාමාර්ග වමානවාද?

34. Measurement ප්‍රශ්න.

SA A SWA NI D SWD SD
01. Pattern board වදෝෂ measurement ප්‍රශ්නවලට බලපාන බව මම විශ්වාස කරමි.
02. වැරදි යන්ර සැකසුම් mersuremnet ප්‍රශ්නවලට බලපාන බව මම විශ්වාස කරමි.
Size set ක්‍රියාවලිය නිසයාකාරව සදු වනාවීම measurement ප්‍රශ්නවලට බලපාන බව
03. මම විශ්වාස
කරමි.
04. වැරදි maker making measurement ප්‍රශ්නවලට බලපාන බව මම විශ්වාස කරමි.
ගනුවදනුකරුවන් සහ කර්මාන්තශාලා අතර වැරදි සන්නිවේදනය mersuremnt issues
05 වලට බලපාන
බව මම විශ්වාස කරමි.
06. Mesurement පිළිබඳ කුසලතා වනාමැතිකම mersuremnt ප්‍රශ්නවලට බලපාන බව මම
විශ්වාස කරමි.

35. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

36. Mersurement ප්‍රශ්න වැළැක්වීම සඳහා ගත හැකි ක්‍රියාමාර්ග වමානවාද?

37. ගුණාත්මක (Quality) ගැටළු.

SA A SWA NI D SWD SD
7/0 අඩුපාඩු හඳුනා ගැනීවම් ක්‍රමය අනුගමනය වනාකිරීම වබාවහෝ දුරට
01. ගුණාේමක ගැටළු වලට
බලපාන බව මම විශ්වාස කරමි.
වරදිපිළි වදෝෂ හා හානි හඳුනා වනාගැනීම වබාවහෝ දුරට ගුණාේමක ගැටළුවට
02. බලපානු ඇතැයි මම
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 විශ්වාස කරමි.
ගුණාේමක අධීක්ෂක වස්වාවක් වනාමැතිකම වබාවහෝ දුරට ගුණාේමක ගැටලුවට
03. බලපානු ඇතැයි මම
විශ්වාස කරමි.

12
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 04. වැරදි යන්ර සැකසුම් ගුණාේමක ගැටලුවට බලපානු ඇතැයි මම විශ්වාස කරමි.
අධීක්ෂණය කිරීමට කාලය වනාමැතිකම වබාවහෝ දුරට ගුණාේමක ගැටලුවට බලපානු
05. ඇතැයි මම
විශ්වාස කරමි.
06. වස්වක වනාසැලකිල්ල වබාවහෝ දුරට ගුණාේමක ගැටලුවට බලපානු ඇතැයි මම
විශ්වාස කරමි.
ගුණාේමක ක්‍රම පිළිබඳ දැනුමක් වනාමැතිකම වබාවහෝ දුරට ගුණාේමක ගැටළු වලට
07. බලපාන බව මම
විශ්වාස කරමි.

38. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

39. ගුණාේමක (Quality) ගැටළු වැළැක්වීම සඳහා ගත හැකි ක්‍රියාමාර්ග වමානවාද?

40. ලයින්ත්‍ෆීඩීන්ත්‍ගැටළු.

SA A SWA NI D SWD SD
අදාළ වමවහයුම සඳහා ප්‍රමාණවේ මැින් වනාතිබීම ලයින් ෆීඩීන් කාලය වැඩි වීම්ට
01. බලපානු ඇතැයි
මම විශ්වාස කරමි.
ලයින් ෆීඩීන් දැනුමක් වනාමැතිකම ලයින් ෆීඩීන් කාලය වැඩි වීම්ට බලපානු
02. ඇතැයි මම විශ්වාස
කරමි.
ලයින් ෆීඩීන් සඳහා මැින් අලුේ වැඩියා කරන්නන් සහභාගී වනාවීම ලයින් ෆීඩීන්
03. කාලය වැඩි වීම්ට
බලපානු ඇතැයි මම විශ්වාස කරමි.
04. වැරදි Style file ක්‍රියාවලිය ලයින් ෆීඩීන් කාලය වැඩි වීම්ට බලපානු ඇතැයි මම
විශ්වාස කරමි.
සන්නිවේදන වදෝෂ (PP රැස්වීම් වනාපැවැේවීම)ලයින් ෆීඩීන් කාලය වැඩි වීම්ට බලපානු
05. ඇතැයි මම
විශ්වාස කරමි.
Bulk sample approval වනාමැතිවීම ලයින් ෆීඩීන් කාලය වැඩි වීම්ට බලපානු ඇතැයි
06. මම විශ්වාස
කරමි.
වස්වක වනාසැලකිල්ල වබාවහෝ විට ලයින් ෆීඩීන් කාලය වැඩි වීම්ට බලපානු
07. ඇතැයි මම විශ්වාස
කරමි.

41. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

42. ලයින් ෆීඩීන් කාලය වැඩි වීම වැළැක්වීම සඳහා ගත හැකි ක්‍රියාමාර්ග වමානවාද?

43. සැලසුම ් කිරීමම ් ගැටලුව්‍

SA A SWA NI D SWD SD
නිෂ්පාදන සැලසුම් වල වවනස්කම් වබාවහෝ දුරට සැලසුම් කිරීවම් ගැටලුවට
01. බලපානු ඇතැයි මම
විශ්වාස කරමි.
Capacity වවන්කිරීවම් ගැටළු වබාවහෝ දුරට සැලසුම් කිරීවම් ගැටලුවට බලපානු ඇතැයි
02. මම විශ්වාස
කරමි.
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 සැපයුම්කරුවන්වේ අසාර්ථකේවය වබාවහෝ දුරට සැලසුම් කිරීවම් ගැටලුවට බලපානු
03. ඇතැයි මම
විශ්වාස කරමි.
සැලසුම් කිරීම පිළිබඳ දැනුමක් වනාමැතිකම වබාවහෝ දුරට සැලසුම් කිරීවම් ගැටලුවට
04. බලපානු ඇතැයි
මම විශ්වාස කරමි.

44. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

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45. සැලසුම් කිරීවම් ගැටලුව වැළැක්වීම සඳහා ගත හැකි ක්‍රියාමාර්ග වමානවාද?

46. පාරිම ෝගික ගැටළු

SA A SWA NI D SWD SD
ඇණවුම් (order) වවන්කරවා ගැනීවම් ප්‍රමාදයන් වබාවහෝ දුරට පාරිවභෝගික ගැටළු
01. වලට බලපානු
ඇතැයි මම විශ්වාස කරමි.
ඇණවුම් (order) අනුපාත වනාගැලපීම වබාවහෝ දුරට පාරිවභෝගික ගැටළු වලට
02. බලපාන බව මම
විශ්වාස කරමි.
ඇණවුම් (order) අවලිංගු කිරීම වබාවහෝ දුරට පාරිවභෝගික ගැටළු වලට බලපාන බව
03. මම විශ්වාස
කරමි.
පාරිවභෝගික සන්නිවේදන ගැටළු (commiunication errors) වබාවහෝ දුරට පාරිවභෝගික
04. ගැටළු වලට
බලපාන බව මම විශ්වාස කරමි.

47. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

48. පාරිවභෝගික ගැටළු වැළැක්වීම සඳහා ගත හැකි ක්‍රියාමාර්ග වමානවාද?

49.ගබඩා ගැටළ ු

SA A SWA NI D SWD SD
01. භාණ්ඩ ගබඩා කිරීවම් ගැටළු වබාවහෝ දුරට ගබඩා ගැටළු වලට බලපාන බව මම
විශ්වාස කරමි.
02. භාණ්ඩ ප්‍රවාහනය පිළිබඳ ගැටළු ගබඩා ගැටළු වලට බලපාන බව මම
විශ්වාස කරමි.
03. ඉන්වවන්ටරි ගැටළු වබාවහෝ දුරට ගබඩා ගැටළු වලට බලපාන බව මම
විශ්වාස කරමි.
04. වස්වක වනාසැලකිල්ල වබාවහෝ දුරට ගබඩා ගැටළු වලට බලපාන බව මම
විශ්වාස කරමි.
05. ගබඩා ක්‍රියාවලීන් උල්ලිංඝනය කිරීම ගබඩා ගැටළු වලට බලපාන බව මම
විශ්වාස කරමි.

50. ඉහත සඳහන් සාධක වලට අමතරව, අමුද්‍රවය ප්‍රමාද වීමට බලපාන වවනේ සාධක තිවේනම් සදහන්
කරන්න?

51. ගබඩා ගැටළු වැළැක්වීම සඳහා ගත හැකි ක්‍රියාමාර්ග වමානවාද?

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 Appendix-A

Descriptive statistics

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
Cutting Input Delay 70 1 5 1.53 1.086
Line Feeding Issues 70 1 5 1.60 1.109
Planning Issues 70 1 5 1.80 1.071
Customer Issues 70 1 5 1.51 1.046
Trims Receiving Delay 70 1 5 1.59 1.042
Measurement Issues 70 1 5 1.73 1.102
Quality Issues 70 1 5 1.67 1.046
Color Shading 70 1 5 1.83 1.103
Embellishment Issue 70 1 5 1.61 1.146
Machine Breakdown 70 1 5 1.93 1.133
Warehouse Issues 70 1 5 1.77 1.092
Valid N (listwise) 70

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 Appendix-B

Correlation Matrix

Correlations

Production
Downtime Cutting Input Delay

Production Downtime Pearson Correlation 1 .419**

Sig. (2-tailed) .000

N 70 70

Cutting Input Delay Pearson Correlation .419** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Correlations

Production
Downtime Machine Breakdown

Production Downtime Pearson Correlation 1 .758**

Sig. (2-tailed) .000

N 70 70

Machine Breakdown Pearson Correlation .758** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

12
7
Correlations

Production
Downtime Quality Issues

Production Downtime Pearson Correlation 1 .751**

Sig. (2-tailed) .000

N 70 70

Quality Issues Pearson Correlation .751** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Correlations

Production
Downtime Color Shading Issues

Production Downtime Pearson Correlation 1 .484**

Sig. (2-tailed) .000

N 70 70

Color Shading Issues Pearson Correlation .484** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

12
8
Correlations

Production
Downtime Embellishment Issues

Production Downtime Pearson Correlation 1 .531**

Sig. (2-tailed) .000

N 70 70

Embellishment Issues Pearson Correlation .531** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Correlations

Production
Downtime Line Feeding Issues

Production Downtime Pearson Correlation 1 .432**

Sig. (2-tailed) .000

N 70 70

Line Feeding Issues Pearson Correlation .432** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

12
9
Correlations

Production
Downtime Wearhouse Issues

Production Downtime Pearson Correlation 1 .351**

Sig. (2-tailed) .000

N 70 70

Wearhouse Issues Pearson Correlation .351** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Correlations

Production
Downtime Planning Issues

Production Downtime Pearson Correlation 1 .251**

Sig. (2-tailed) .000

N 70 70

Planning Issues Pearson Correlation .251** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

13
0
Correlations

Production
Downtime Customer Issues

Production Downtime Pearson Correlation 1 .231**

Sig. (2-tailed) .000

N 70 70

Customer Issues Pearson Correlation .231** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

Correlations

Production
Downtime Trims Receiving Delay

Production Downtime Pearson Correlation 1 .672**

Sig. (2-tailed) .000

N 70 70

Trims Receiving Delay Pearson Correlation .672** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

13
1
Correlations

Production
Downtime Measurement Issues

Production Downtime Pearson Correlation 1 .753**

Sig. (2-tailed) .000

N 70 70

Measurement Issues Pearson Correlation .753** 1

Sig. (2-tailed) .000

N 70 70

**. Correlation is significant at the 0.01 level (2-tailed).

13
2