1. A DESCRIPTION OF THE BACKGROUND OF THE PROJECT. 1.1 Manufacturing of Fabric Inspection Machine.Product inspection is an important aspect in modern manufacturing industries such as in case of electronics, automotive and medical industries. This process is a preventive one that could be broadly defined as the process of determining if a product deviates from a given set of specifications. Mainly, fabric defect detection has two distinct possibilities. The first one is the product or end (offline) inspection in which the manufactured fabric has to be inspected through fabric inspection machines. The second possibility is the process inspection (online) in which the weaving process (or its parameters) can be constantly monitored for the occurrence of defects. Our survey as a team focused on both methods and try to come up with an innovative way of doing things to improve the quality of the outcome.

1.2 Visual fabric inspection

This inspection process relies strictly on the human eye and is done after the fabric formation process. A key fact is that even with the best-designed man-machine interface, the probability of human error cannot in practice be reduced to zero. In addition, the visual inspection has worked well for many years in part because the amount of data has been small and manageable. With the modern weaving machines, the production speeds and consequently productivity are faster than ever. Although humans can do the job better than machines in many cases, the visual inspection suffers from many drawbacks. Because these drawbacks represent the main arguments for the advent of another robust inspection method, they can be gathered, summarize and discriminated as follows: Human experts are difficult to find or maintain in an industry. Human requires training and their skills take time to develop. In some cases visual inspection tends to be tedious or difficult, even for the best trained experts. Human is slower than the machines which means that inspection is a time consuming task. Human inspectors fatigue over time (get tired quickly). Therefore, visual fabric inspection is extremely tiring task, and, after a while, the sight cannot be focused (the maximum period of concentration is 20-30 min). However, the operator inevitably misses small defects and sometimes even large ones with the number of meters of the inspected fabric. The inspector can hardly determine the level of faults that is acceptable, while comparing such a level between several inspectors is almost impossible. Traditional visual fabric inspection is cost-intensive. Even, through the incidence of serious weaving faults can be reduced by the use of modern weaving technology, fault detection in many plants still continues to create considerable extra cost (which increases with the labour cost). Moreover, the problem of the visual inspection does not correspond only to the undetected defects but also, it changes the mechanical properties of the fabric under inspection. For instance, the fabric dimensions (longitudinally and width-wise) usually changed due to the applied tension on fabric roll during the inspection process. Both are not good for the customers because they pay for false materials. Moreover, the shrinkage takes place after the spreading of the fabric in cutting departments increases the probability of producing second quality garment either due to poor assembling (sewing) quality or incorrect size.

Because of these vast drawbacks and in order to increase accuracy, as a team we realized that the visual inspection and the current machines used by industry have no form of capturing imperfections or how frequent the imperfection is encountered. All the inspections are dependent on the level of experience and sight of operators naked eye. The above mentioned disadvantages are the improvement that the project aims to improve.1.3 Problem Statement.To re-engineer and manufacture a fabric inspection machine to suit the clients needs and requirements, as instructed by the Textile and Clothing Technology Station. It is also very important to know that this is a continuous project and it will keep on being improved with several iterations of improvements in furthering refinements as the need arises.

2. A LIST AND AN ANALYSIS OF ALL INTERNAL STAKEHOLDERS (TEAM MEMBERS) AND EXTERNAL STAKEHOLDERS INVOLVED IN THE PROJECT.

2.1 Internal Stakeholders2.1.1 Team membersTeam members are the individuals that were involved in all the project phases. They were involved from the inception to the completion of the project. They were stakeholders because without them the project would not be successful. They were the ones that are responsible to make the idea come alive. They were the ones that are awaited with the task of delivering the project meeting the three dimensional goal of project management, which are Time, Quality and Cost.

2.1.2 Supervisor

The supervisor was important because the manager could know who to ask about the progress of project and what are the problems that are being faced by the team. He was also in charge of allocating the team with necessary recourses at that specific point in time because there were a lot of projects running in the workshop, so resources were scarce. He was the one accountable to finish the work of the manager. He is a stakeholder because without him enforcing the meeting of due dates the project would not meet the three dimensional goal of project management.

2.1.3 Manager

The client came to the manager with a problem, and then the manager assembled a team to undertake the project and a supervisor to watch over the project team. The manager was the one in contact with feedback on the progress of the project for the client. He is the stakeholder because he is responsible for the project success and failure.

2.1.4 Secretary

Secretary is a stakeholder because she was involve when processing the cheques required purchasing necessary materials, equipments and electronics. Without the secretary the team would not have successfully completed the project because without the materials, equipments and electronics the project would not have been completed within the three dimensional goal of project management.

2.2 External Stakeholders2.2.1 Technology Innovation Agency (TIA) (Client)Technology Innovation Agency (TIA) is the client that came to the manager with the problem and needed a solution. Without the client, the project would not have been tackled and successfully completed. TIA is an agency involved in project development in the engineering sector that is involve in a lot of project all over South Africa. TIA will also be the one funding the project financially.

2.2.2 Department of Clothing and Textiles

Department of Clothing and Textiles of the Cape Peninsula University of technology is a stakeholder because this machine will be tested by them since the project is for clothing and textiles sector. They will be involved in the project since they are going to provide the team with feedback when they test it.

2.2.3 Community of Dunoon

The project is specifically made for the women of Dunoon that have a sawing business, but do not afford the expensive machinery like this one. The project is a smaller and cheaper version of the existing Fabric Inspection Machine in industry. It will help the check their materials so as to have quality work from their inspected fabric. They are stakeholders because they will benefit from the whole idea of undertaking the project.

2.2.4 Cape Peninsula University of Technology(CPUT)

Cape Peninsula University of Technology (CPUT) will get recognition since the project will be done using their facilities of the Mechanical Engineering Department and also done by employees of CPUT. CPUT was stakeholder because without cheques provided to materials the project would not have been a success.2.3 Stakeholder Analysis

Low InterestHigh Interest

High Power CPUT

Team Members

Supervisor

Technology innovation agency.

Low Power

Secretory Department of clothing and Textile.

The Community of Dunoon.

3. A STATEMENT OF THE SCOPE OF THE PROJECTClient: Technology Station in Clothing and Textiles, CPUT and Small Sawing projects in the in Dunoon Cape Town.After the manager met with TIA representatives, the manager assembled a team, that was going to be involved in the re-design of a fabric inspection machine. The re-design had to do the same work that the already existing design does. It should be a smaller and cheaper version. It had to have a forward and reverse function and it should also count the number of meters of fabric passing the meter. The project should not take more than four months and should not exceed R95 000.00. The design should be kept amongst team members to avoid copying. The team should be responsible for demonstration the function of the design.

4. A LIST OF THE PROJECT PHASES AND ALL THE DELIVERABLES OF EACH PHASEProject phaseDeliverables

Problem Statement

Research on the project

Concept formationRough sketchesBrainstorming

Selecting the best concept

Approval by the Supervisor and Manager

Design of the ConceptCalculation

Material Selection

Dimensioning

Sketches on paper

Sketches on Solid works

Simulation or Animation of the Final concept on Solid works

Ordering of materials, Components and electronics

Manufacturing

Manufacturing of the frame (cutting of square tubing, welding)

Roller guides

Motor Stand

Control box stand

Reduction speed system stand and casing

Casing for the Drive system

Manufacturing the face, where the fabric will pass

Manufacturing Roller guards

Castor wheel fitting on the legs of the frame

Manufacturing of roller system

Rubberising the rollers

Manufacturing of the White HPV plastic to allow light from the lamp

Manufacturing of the fabric Tensioner

Manufacturing of the fabric Tensioner guides

Assemble

Assemble the Fabric Inspection Machine

Testing

Test the Fabric Inspection Machine

Final AdjustmentsMake final adjustments to the machineFinal test of the Machine

Hand overDemonstration of the operation of the Machine to the Client and hand over

5. A WORK BREAKDOWN STRUCTURE (WBS) (GRAPHICALLY/ TREE FORMAT)

Design M. Masekwana(Sub project man) H1Design a Fabric inspection machineZ. Sekeleni (supervisor)Reports S. Ziduli(Sub project man) H4Logistics S. Mabuwa(Sub project man) H2Compiling Design pack H4bReport writing H4a

Manufacturing B. Dornfack(Sub project man) H3

Manufacturing of the frame H3aOrdering of materials H2aResearch on the project H1a

Manufacturing Roller guides. H3bOrdering electronics H2bConcept formation H1b

Manufacturing Motor Stand H3c

Compiling Design pack H4bOrdering Components H2cRough sketches H1c

Manufacturing Control box stand H3dOrganise resources H2dApproval by the Supervisor and Manager H1dDraw-up Gantt Charts H4c

Arrange for Transportation H2eManufacturing Reduction speed system stand and casing H3eSelecting the best concept H1eNetwork Diagrams H4d

Design of the Concept H1f

Manufacturing Reduction speed system stand and casing H3eCalculations H1gActivities (from WBS)WBS no.Team MembersStakeholders

S. MabuwaZ. MasekwanaB. DornfackZ. ZiduliTIAManagerSupervisorDepartment Clothing and Textiles

Problem Statement

H1aARCIAAAI

Research on the project

H1aARCI

Concept formationH1bARCI

Selecting the best concept

H1cARCI

Approval by the Supervisor and Manager

H1dARCIAAAI

Design of the ConceptH1eARC

Ordering of materials, Components and electronics

H2a-dRCA

Manufacturing

H3a-fCIRAIII

Assemble

H4aICARIII

6. RESPONSIBILITY ASSIGNMENT MATRIX (RAM) FOR THE ACTIVITIES SHOWN IN WBS

Typical symbols are:R Primarily ResponsibleA- ApprovedC- Consult, secondary responsibilityI- Informed

7. A TABLE INDICATING ACTIVITIES AND PREDECESSORS FOR THE ACTIVITIES SHOWN ON THE WBS:

ACTIVITY (from WBS)PREDECESSORDURATION (DAYS)

A. Problem Statement -1

B. Research on the projectA5

C. Concept formationB3

D. Rough sketchesB3

E. BrainstormingC, D5

F. Selecting the best conceptE1

G. Approval by the Supervisor and ManagerF1

H. CalculationG10

I. Material SelectionG5

J. DimensioningH, I5

K. Sketches on paperJ10

L. Sketches on Solid worksK10

M. Simulation or Animation of the Final concept on Solid worksL5

N. Ordering of materials, Components and electronicsM10

O. Manufacturing of the frame (cutting of square tubing, welding)N8

P. Roller guidesN3

Q. Motor StandO3

R. Control box standO3

S. Reduction speed system stand and casingO3

T. Casing for the Drive systemQ3

U. Manufacturing the face, where the fabric will pass O5

V. Manufacturing Roller guardsO3

W. Castor wheel fitting on the legs of the frameO2

X. Manufacturing of roller systemN3

Y. Rubberising the rollersX5

Z. Manufacturing of the White HPV plastic to allow light from the lampO3

AA. Manufacturing of the fabric TensionerN3

AB. Manufacturing of the fabric Tensioner guidesAA3

AC. Assemble the Fabric Inspection Machine O,P, Q, R, S, T, U, V,W, X, Y, Z, AA, BB5

AD. Test the Fabric Inspection Machine CC1

AE. Make final adjustments to the machineDD5

AF. Final test of the MachineEE1

AG. Demonstration of the operation of the Machine to the ClientFF1

8. A NETWORK DIAGRAM (ACTIVITY-ON-NODE) FOR THE ACTIVITIES SHOWN IN THE WBS,INDICATING:

(a) The critical pathCRITICAL PATH: A-B-D-E-F-G-H-J-K-L-M-N-O-Q-T-CC-DD-EE-FF-GG(b) The early start, late start, early finish and early finish of every activityActivity (from WBS)Early Start (Days)Late Start (Days)Early Finish (Days)Early Finish (Days)Float

A0101

B1616

C6969

D6969

E914914

F14151415

G15161516

H16261626

I16212126

J26312631

K31413141

L41514151

M51565156

N56665666

O66726672

P66697578

Q72757275

R72757578

S72757578

T75787578

U72777378

V72757578

W72747678

X66697073

Y69747378

Z72757578

AA66697275

BB69727578

CC78837883

DD83848384

EE84898489

FF89908990

GG90919091

9. A GANTT CHART (BAR CHART) OF THE RESULTING SCHEDULE

10. A RESOURCE LOADING SIMILAR TO FIGURE 6.13 ON PAGE 117 FOR ONE RESOURCE

11. A RISK REGISTER

Risk No.Risk IdentificationProbabilityTotal Loss (R)Expected Loss (R) Response to Risks

Risk EventCauseEffect

1

Project not funded

Budget constrains allocated in doubt or subjected to changeProject delays

0.4

25000

1000

Mitigate

2Inaccurate cost estimateUnit pricing affected by rock excavationRunning over budget0.71800012600Mitigate

3Time constraintsResource overloadingMulti- tasking0.680004800Prevent or Avoid

4Product failureNot properly maintainedProduction stops 0.8120009600Transfer

5Unidentified utility impactUnidentified utilitiesProject cost increases0.375002250Transfer

6Material delaysSupplier late Project delays0.696005760Transfer

7Ordering wrong material sizeTaking wrong dimensionsProject delays0.3100003000Mitigate

8Quality of work not up to standardUnskilled workerClient not happy0.25000010000Mitigate

9Damage equipment before usePutting activity with float earlyOver expenditure0.470002800Prevent or avoid

12. 11

13. A WORK AUTHORISATION SHEET(S)

14. MS PROJECT REPORTS ATTACHED

Refer to the attached list of MS Projects report in appendix A1, some data has been generated to indicate the progress of the project at one point in time.