Applied assessment — Garment Industry Applications

4 of 5 needed to pass

1. 1. A cutting room reports 78 percent fabric utilization against a target of 85 percent, with marker efficiency flagged as the suspected driver. What is the most appropriate first analytical step?

   Choose one answer.

   Switch to a different fabric supplier without further analysisImmediately purchase new cutting machinesStratify utilization data by marker, fabric width, and style to confirm where the loss actually occursIncrease the cutting team's headcount
2. 2. A sewing line's First-Time-Right rate is 88 percent with a DHU (defects per hundred units) of 18. Management wants to prioritize which defect type to attack first. What should guide the decision?

   Choose one answer.

   Attack defects in alphabetical order of their namesA Pareto analysis of defect types by frequency and cost impactAddress whichever defect the newest operator reportedRotate through all defect types equally regardless of frequency
3. 3. Washing shade variation between batches is traced to inconsistent water temperature control. Which control-phase action best sustains the fix long term?

   Choose one answer.

   An automated temperature control with an SOP, control chart monitoring, and a documented reaction planRelying on the supervisor's memory to spot-check occasionallyRemoving temperature monitoring since the root cause is now knownA one-time memo reminding operators to check temperature
4. 4. A finishing line has an OEE of 68 percent, broken down as 88 percent availability, 90 percent performance, and 86 percent quality. Which single lever offers the largest potential percentage-point OEE gain if improved to 95 percent, holding the others constant?

   Choose one answer.

   Improving performance from 90 to 95 percentAll three factors would produce an identical OEE gain if each moved to 95 percentImproving availability from 88 to 95 percent, since it is the lowest current factorImproving quality from 86 to 95 percent, since it is the lowest current factor
5. 5. On-time delivery has slipped for three consecutive shipments. A root-cause review finds fabric arriving late, but also finds that WIP between cutting and sewing has grown continually over eight weeks. Which conclusion best fits Little's Law thinking?

   Choose one answer.

   Only the fabric-supplier delay matters; internal WIP levels are irrelevant to delivery datesRising WIP is unrelated to lead time and can be ignoredRising WIP with a roughly constant exit rate signals a growing lead time, compounding the fabric-delay problemRising WIP always indicates the exit rate has increased