Professional Documents
Culture Documents
Meeting or Exceeding Customer Expectations Meeting or Conforming to Specifications Absence of Variation Degree to which a set of inherent characteristics fulfils requirements. (ISO [ANSI/ISO/ASQ Q 9000-2005]) Fitness for Use: takes into account product design, Features, as well as workmanship
Quality approaches
Two Aspects of Quality: Objective and Subjective Meaning of Quality Based on: Product: a precise and measurable variable User/customer :quality is whatever the customer says or wants Manufacturers: meeting specifications, conformance to requirements, etc. Value: cost or price of a product or service
Quality dimensions
Features Performance Reliability Conformance Durability Serviceability Aesthetics Perceived quality
Juran Trilogy ;Quality Planning QP; stems from a unity of purpose that spans all functions of an organization Quality Planning involves
Identifying customers, both internal and external Determining their needs Specifying the product features that satisfy those needs at minimum cost. Designing the processes that can reliably produce those features. Proving that the process can achieve its goals under operating conditions.
Jurans Philosophies
Definition(fitness for use) Mostly similar philosophy to Deming Evolutionary rather than Revolutionary Adapting the existing management system than instituting a new system 80% or more of defects in a system are management controllable NOT operator controllable(like Deming) Quality management approaches are Quality Trilogy
Jurans trilogy
Managing for quality consists of three basic quality-oriented processes: Quality planning: provides a system capable of meeting quality standards Quality control: used to determines when corrective action is required Quality improvement: seeks better ways of doing things All three are equally important like the legs of the stool
Crosby philosophies
Zero defects
Quality is free
Quality means conformance to requirements. The real costs of quality are the costs of non-conformance (such as rework, scrap, and warranty costs). Do it right the first time and we avoid these costs, thereby
improving profitability
Crosby philosophies
Price of conformance and non-conformance The costs of quality (COQ) are similar to Jurans philosophy Prevention costs (design reviews, supplier evaluations, training, preventive maintenance) Appraisal costs (inspections and tests to determine conformance to requirements) Failure costs (rework, scrap, warranty costs, lost sales, product liability) Prevention: avoid failure and appraisal costs increase profits without increasing sales, buying new equipment, or hiring people.
Crosby philosophies
Doing things right is always cheaper than trying to fix defects after they have been created.(Quality is free) Cost of poor quality is higher than organizations realization
Zero Defects day Goal setting Error cause removal Recognition Quality councils Do it all over again
Quality Terms
Quality Management: Aspect of all the overall management function that determines and implements the quality policy Quality System: The organizational structure, responsibilities, procedures, processes, and resources for implementing quality management Quality Plan: A document setting out the specify quality practices, resources, and activities relevant to a particular product, service, contract, or a project. Quality Policy: The overall intentions and directions of an organization as formally expressed by top management
Quality Terms
Quality Assurance: All those planned or systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for quality. Quality Control: The operational techniques and activities required to fulfill the requirements for quality
Statistical Quality Control: The application of statistical techniques to the control of quality.
Quality Terms
Inspection: Activities such as measuring, examining, testing, gauging, one or more characteristics of a product or service, and comparing these with the specified requirements to determine conformity.
Testing: A means of determining the capability of an item to meet specified requirements by subjecting the item to a set of physical, chemical, environmental, or operating actions and conditions.
Quality standards
The ISO 9000 standards; a set of international quality management standards and guidelines ISO quality Standards: ISO 9000: applicable for service and product oriented institutions ISO 9001:2000 ISO 9001:2008 (Upgraded version)
QMS Principles
Customer focus Leadership Involvement of people Process approach System approach for management Continual improvement Factual approach for decision making Mutually beneficial supplier relations
QMS Principles
Benefits of the principles policy and strategy formulation goal and target setting operational management human resource management
Customer focus
Organizations should: understand current and future customer needs
Good leadership
Establish unity of purpose and direction of the organization
Create and maintain the internal environment in which people can become fully involved in achieving the organizations objectives Be proactive and leading by example Understand and respond to changes in the external environment Consider the needs of all stakeholders including customers, owners, people, suppliers, local communities and society at large
Good leadership
Establish a clear vision of the organization's future Establish shared values and ethical role models at all levels of the organization Build trust and eliminate fear Provide people with the required resources and freedom to act with responsibility and accountability
Inspire, encourage and recognize people's contributions Promote open and honest communication Educate, train and coach people Implement strategy to achieve these goals
Involvement of People
Accept ownership and responsibility to solve problems
Involvement of People
Being innovative and creative in realizing the organizations objectives
Better representing the organization to customers, local communities and society at large Deriving satisfaction from their work
Process Approach
Defining the process to achieve the desired result Identifying and measuring the inputs and outputs of the process, Identifying the interfaces of the process with the functions of the organization,
Evaluating possible risks, consequences and impacts of processes on customers, suppliers and other stakeholders of the process,
Process Approach
Establish clear responsibility, authority, and accountability for managing the process, Identify the internal and external customers, suppliers and other stakeholders of the process,
Consider process steps, activities, flows, control measures, training needs, equipments, methods, information, materials and other resources while designing the process
Continual Improvement
Making continual improvement of products, processes and systems ---- every individuals objective Applying the basic improvement concepts ( incremental improvement and breakthrough improvement) Using periodic assessments against established criteria of excellence to identify areas of improvement Continually improving the efficiency and effectiveness of all processes
Continual Improvement
Promoting prevention based activities,
Providing appropriate education and training on methods & tools of continual improvement (for every one)
Establishing measures and goals to guide and track improvements
Recognizing improvements
Ensure the data and information are sufficiently accurate, reliable and accessible Analyze the data and information using valid methods
Understand the value of appropriate statistical techniques(using statistical tools) Making decisions and taking action based on the results of logical analysis, experience and intuition
Development of QM concepts
QMS DESIGN
QMS: Applies to all processes Interact with all processes Begins with identification of customer requirements Ends with ensuring customer satisfaction ISO Std demands issuance and maintenance of the following documented procedures
Control of Documents Control of Records Internal Audits Control of Nonconforming Product / Service Corrective Action Preventive Action
QM process model
QMS requirements:
General requirements determines the processes and their application needed for QMS determines the sequence and interaction of the processes determines criteria and methods to ensure that both the operation and control of the processes are effective ensures the availability of resources and information to support the operation and monitoring of these processes monitors, measures and analyzes the processes implements actions to achieve improvement of these processes planned results and continual
QMS requirements:
Documentation Requirements
Management responsibility Management Commitment Customer focus Quality policy Planning (quality objective, QMS Planning) Responsibility, authority and communication(Responsibility and Authority, Management Representative and Internal communication ) Management review(Review inputs and outputs)
Resource management Provision of resources(Competence, training, and awareness) Human resources Infrastructure Work environment
Purchasing Product and service provision Control of monitoring and measuring equipment
QMS Benefits
Repeatable Processes Knowledgeable Staff Increased Business
Supplier Relationships
Customer Satisfaction
TQM Principles
Executive Management the main driver for TQM Training training on the methods and concepts of quality Customer Focus Improvements to wards customer satisfaction Decision Making based on measurements Methodology and Tools to identify and solve nonconformances Continuous Improvement work towards improving quality procedures Company Culture The culture aim at developing employees ability to work together to improve quality Employee Involvement proactive in identifying and addressing quality related problems.
TQM implementation
Key elements: Foundation : Ethics, Integrity and Trust Building Bricks : Training, Teamwork and Leadership. Binding Mortar: Communication Roof : Recognition.
Components of TQM
Commitment & Leadership Cultural change Commitment from the leaders Involvement of all of the organizations people
Personal involvement and acting as role models for a culture of total quality Develop clear and effective strategies and support plans for achieving the missions and objectives
Review and improve the management system Communicate, motivate and support people and encourage effective employee participation
Leaders consider..
a long-term commitment to continuous improvement philosophy of zero defects /right first time culture
Deming Cycle
Plan helps to focus the effort of the improvement team on the process. Questions to be addressed by the team: What are the requirements of the output from the process? Who are the customers of the output? (internal and external customers ) What are the objectives of the improvement effort?
Deming Cycle
Implement (Do) The implementation effort will have the purpose of: Defining the processes that will be improved Identifying and selecting opportunities for improvement The improvement steps during implementation: Define the scope of the system to be improved and map or flowchart the processes within this system Identify the key processes that will contribute to the objectives identified in the planning stage Identify the customersupplier relationships for the key processes
Deming Cycle
Data (Check) The data collection phase has the following objectives: Collect data to check the process stability Determine the stability of the process using the appropriate control chart method(s) Determine the capability of the process, if found stable Determine the impact of unplanned events on the improvement efforts Update the maps/flowcharts and cause and effect diagrams, so the data collection adds to current knowledge.
Deming Cycle
Analyze (Act) Determine the action on the process: identify the inputs or combinations of inputs that will need to be improved Develop greater understanding of the causes and effects Ensure the agreed changes have anticipated impact on the specified objectives Identify the areas to be involved in analysis, implementation and management of the recommended changes Determine the objectives for the next round of improvement (Problems and opportunities discovered can be objectives for future efforts)
Measurement
Empowerment
Teamwork/Effective Meetings
Continuous Process Improvement Dedicated Resources
Measurement
Measurement
Team Management
...
Measurement
Questions
Define Quality Management System Write benefits of QMS Discuss the three quality Trilogy as stated by Juran?(Explain Each) What are TQM Foundations and Building blocks Why continuous improvement is needed?
Finished product inspection confirms proper garment construction. E.g. garment appearance, and ensures that the purchase order is finished properly and that all packaging (labels, hangtags, etc.) are applied correctly
2.
Rejection and return of all goods that dont meet agreedupon quality standards 100% inspection of value added processes like panel printing, machine embroidery, hand embroidery etc Checking the cut components;(matching cut panels with original pattern, shade variation, fabric related defects etc.) 100% inspection of work in process and finished garments to ensure adherence to size specifications
to control stitching related defects(needle cutting, open seam, broken seam, jump stitch, variable gathering etc.)
Analysis of defect data to identify sources of quality problems Corrective measures: Replace replace underperforming suppliers, equipment, Repair repair ill-functioning equipment, Retrain retrain underperforming workers and Reward reward high performing workers
Factory Quality Control Procedures (factory inline and finished product inspection)
100% inspection
Checking of all quality requirements (stitching, seams and pressing) as the production completed Mark defectives and send it back to the floor for repair No defective garments should be shipped to buyers
To determine if each purchase order meets all quality standards Select statistical quantities(for construction, finish and packaging, and the measurement, fit for each color)
Measurement ----AQL
Inspection Procedure
Find out the number of units packed at the time of audit from the factory management Pull, at random, the quantity of garments proportionally by size and color, to be examined, based on purchase order size quantities Make sure that the packaging materials meet specified standards. Inspect the product for defects related to visual, construction and packaging Defects observed are to be listed on the Finished Product Inspection Report form. The number of defects observed is reviewed against the amount allowed in AQL table Complete the Finished Product Inspection Report form for Visual / Construction / Packaging. If the audit fails for visual, construction, or packaging, the purchase order must be 100% inspected by the quality inspector If problems are found that create any shipping delays, notify the buyers Import department immediately.
Role of QA department
Establish SOPs for production and preparatory processes to get right first time quality from each process
Develop MIS for quality measurement and Recording When established quality standards exist in a company follow them and control the factory quality standard Monitor the quality of the product through the various stages of production Train newly hired quality personnel on company quality policies and how to use quality tools.
Similarities
benefits
Questions
Discuss the difference between quality assurance and Quality control. What is the advantage and disadvantage of Statistical quality Audits and 100% inspections? Design a quality parameter for each department in Garment Industry.
Inspection loop
Inspection procedure
To facilitate inspection of packed goods the following information's are needed Order quantity: The quantity available for inspection accords to the order quantity. Packaging and folding: The style is boxed, packaged and folded as per the specification Labeling : All labels will be evaluated based on the specifications outlined in labeling section of the specification. Labels are checked for correct brand name, fiber content, care instruction and country of origin and its placement. Styling: The garment should include all features as approved in the sealer / pre-production sample. Visual defects: Visual and functional defects will be evaluated using the parameters set forth in the specification
Inspection stages
Raw material Inspection(Fabrics, Trims) In process Inspection(PM ,MM, Spreading, cutting ,Sewing , pressing/Finishing) Final inspection( visual appearance, folding, Packaging, hangers, hangtags)
Correct measurements Garment symmetry , Seam pucker, seam allowance Pressing/fusing defects ,Cleanness, Loose threads Correct matching of fabrics and accessories Shade variation Correct fitting and alignment of closures Correct placement of labels
Garment inspection
Visual inspection Thorough check of seams for stitching defects including pocket pouches, side to side symmetry of plackets, evenness of inseam lengths Proper functioning of buttons, snaps, zippers, Velcro Embroidery quality Lock stitching of button holes Pocket placement ,shape and evenness-garment to garment consistency Garment labeling information Shade variation Measurement Inspection Auditor performs critical measurement inspection Packaging inspection Hang tag/price tag information and placement Style, color and quantity per carton Packaging-flat pack vs. hanger pack Missing or unreadable UPC Carton size and markings
Defects Defects are all those non-conformances that are not acceptable by end customer
Defective Pieces Defective pieces are those pieces, which are separated for alteration during checking due to non conformance to requirements
Classification of Defects
Garment defects: based on source or origin Fabric defects: (Knit and woven, either manufacturing or processing) Are major source of finished garments rejection/sub-standard quality Persist throughout the sewing process As fabric contributes to major part of production cost, its failure affects the price of the garment Therefore, Fabric should conform to the specification and the standards to reduce failure of garments Challenges for garment manufacturers: o Reduced product lead-time o Improved productivity and quality Fabric defects : color defects construction defects cleanliness /soiling
Classification of Defects
Garment (Workmanship and handling) defects: caused by production section; cutting and sewing Trims, accessories and embellishment defects: (labels, color of sewing thread, screen print and embroidery designs and placements) Garment quality depends on number and type of Defects Defects can be measured by: Defects per hundred units (DHU) percentage defective(% defective) Defects per hundred units (DHU) number of total defects in 100 checked garments. DHU = Total no. of defects found X 100 / Total pieces checked Percent Defective (%) Total number of defective pieces in 100 checked garments Percentage defective = Total no. of defective pieces X 100 / Total pieces checked
Defects categories
Depending on the severity, defects can be classified as: Critical Major Minor Critical defects: Defects which could result in hazardous or unsafe conditions for individuals using or maintaining the products as well as defects violet legal regulations. They are defects that are not allowed to be shipped and are the most serious of defects e.g. Children Safety Care , flammability instruction
Defects categories
Major defects: This is a defect which is sufficient to cause the garment to be considered as seconds quality A defect which is obvious Affects the salability or serviceability which worsens with wear and time Varies significantly from the approval garment specification Minor Defects: It would not normally be identified by the customer, but is, however less than the agreed quality standard. A defect which Does not affect the performance of the garments in normal conditions Is not noticeable to the customer on purchasing Is not noticeable to the wearer of the garment, or others Will not worsen with time and wear
Fabric defects
Fabric manufacturing defects; weaving, knitting Fabric processing and finishing defects; dyeing, printing, finishing, folding,Batching
Process defects
Marking Defects Shaded Parts Pieces not Symmetrical Not Marked by Directional Lines Skimpy marking Notches and Punch Marks Too wide Marker Too narrow Marker Mismatched Plaids Misdirected Napping
Process defects
Spreading Defects Uneven Spreading: Narrow Fabric: Missed Sectional Breaks: Improper Tension: Mismatching Plaids: Misdirected Napping: Improper Matching of Face of Material:
Process defects
Cutting Defects Opening Slits Improper Cutting Notches Oil Spots Improper Knife Sharpening Knife or Scissor Cut Sorting/ Bundling inspection Defects Not Stacked in Numerical Order: Matching Linings: Wrong size or wrong material
Process defects
Sewing Room Defects
Scissors or Knife Cut: Tear: Incorrect Material Shading: Spots or Stains: Loose Threads:
Puckered Seams:
Pleated Seams:
Thread Breaks:
Insecure Backstitching:
Wrong Shade of Thread:
Open Seams:
Process defects
Folding Defects Garment not folded to Specification: Self-explanatory.