Tqm presentation

Our Mission
“Wearecommitted toproviderichqualityserviceforQualityand
productivity,QualityControlling practicalsystems, procedurethat
allowfactorytoeasily improvetheirQualitylevelandproductivity
tothestandardofcustomer’s requirement,aswellashelping
factorytominimizecostbyreducingdefectiverateandimprove
KeyPerformance Indicator(KPI)”.

What is TQM?
 Total Quality Management is the integration of all
functions and processes within an organization in order
to achieve continuous improvement of the quality of
goods and services.
 It engages all divisions, departments and levels of the
organization. This will be required at every stage of
manufacture.

Why TQM?
 TQM improves the process performance of the critical operational
process, leading to better utilization of resources, decreases
variations and maintains consistent quality of the process output.
To achieve the overall objective in minimizing defects and rejection
of finished products it is needed to establish document and
maintain a system capable of ensuring that products conform in
total to standards specifications.
It also minimizes cost and improves internal throughput time.

Purpose of Implementing TQM
 TQM focuses on long-term success through identifying and prioritizing
customer requirements, setting & aligning goals, and providing deliverables
that warrant customer satisfaction.
 Operational wastages in the Apparel manufacturing process are - top
surface rework, label reworks, sewing defects, fabric defects, and other
reworks (Non-Productive activities). Through TQM, we can effectively
minimize reworks, rejection rate and waste of time that will ultimately
increase productivity.
 To improve productivity as well as product quality.

C O P QCost of Poor Quality:
∑(E+I+A+P)
S
X 100%COPQ =
E: External Failure Costs I: Internal Failure Costs
A: Appraisal Costs P: Prevention Costs
S: Sales
Quality costs are commonly referred as “Cost Of Poor
Quality”. It also represents that,
“the difference between the actual cost of the product
and what the reduced cost would be, if there was no
possibility of rework, defects or failure of products in
their manufacture”.

C O P Q
∑(E+I+A+P)
S
X 100%COPQ =
S: Sales
Categories of Quality costs
PREVENTION COSTS
APPRAISAL COSTS
EXTERNAL FAILURE COSTS
COST OF POOR QUALITY
QUALITY CONTROL COSTS QUALITY FAILURE COSTS
INTERNAL FAILURE COSTS

C O P QCATEGORIES OF COPQ:
∑(E+I+A+P)
S
X 100%COPQ =
S: Sales
PREVENTION COSTS are all costs to prevent poor quality in products. They include quality
planning costs, quality improvement projects, quality education etc.,
APPRAISAL COSTS are incurred in the process to assure conformance to quality standards and
performance requirements. They include cost of quality inspections, product testing, calibrating
and performing audits to make sure that quality standards are being met.
INTERNAL FAILURE COSTS are due to sewing rework, garment left over due to poor quality,
fabric rejections due to poor quality, air shipments due to quality failures.
EXTERNAL FAILURE COSTS are contributed by claims, & discounts on packing failure,
workmanship failures, stains, damages, etc., Lose of sale due to short quantities; discounts on
delay in shipments due to rescuers are also accounted under external failures.

C O P Q
CALCULATING COPQ:
∑(E+I+A+P)
S
X 100%COPQ =
QUALITY FAILURE COSTS
Cost of External Failure
(i) Claims
(ii) Discounts
Cost of Internal failure
(i) Cost of Cutting rework & panel rejection due to poor quality
(ii) Cost of Sewing rework
(iii) Cost of finishing rework
(iv) Stain removal charges
(v) Damages & contamination - Darning charges
(vi) Cost of Fabric rejection & Extra Fabric ordered
(vii) Cost of garment left over due to poor quality
(viii) Cost of air shipments due to quality failure

C O P Q
CALCULATING COPQ:
∑(E+I+A+P)
S
X 100%COPQ =
QUALITY CONTROL COSTS
Appraisal costs
(i) Salaries - Quality
(ii) Wages - Quality
(iii) Testing charges
(iv) Overtime -Quality
Prevention Costs
(i) Research & Development Costs
(ii) Training Costs
(iii) Costs of continuous improvement teams

C O P Q
Example for COPQ:
∑(E+I+A+P)
S
X 100%COPQ =
COST OF QUALITY -An overview of COPQ for 1200 m/c factory, capacity of 6,00,000 pcs/mon.
RESULTANT COPQ
External failure Cost Source Cost Driver
Cost per
piece
Conversion
to %
COQ annualized
in Lakhs
Claims in INR Financial accounts 1.4 2.33% 100.44
Discounts in INR Financial accounts 0.36 0.60% 25.92
Total External failure Cost 1.76 2.93% 126.36
Internal failure cost
Cost per
piece
Cutting rework & panel rejection due to poor quality
Cost
Cutting quality reports Cut FPQ 0.67 1.11% 48.06
Sewing rework Cost Sewing quality reports Sew FPQ 1.88 3.13% 135.00
Finishing rework Cost Finishing quality reports 0.66 1.10% 47.52
Stain removal charges Spot wash section Stain % 0.94 1.56% 67.50
Damages & contamination - Darning charges Darning section Damages % 0.34 0.56% 24.30
Cost of Fabric rejection & Extra Fabric ordered due to
poor quality
Cutting/ Fabric Stores Fabric OCR % 1.79 2.98% 128.52
Cost of garment left over due to poor quality Sewing / Finishing section Garment OCR % 4.13 6.88% 297.00
Cost of air shipments due to quality failure Planning/ Execution Air Ship % 0.5 0.83% 35.64
Total Internal Failure costs 10.91 18.15% 783.54

C O P Q
Example for COPQ:
∑(E+I+A+P)
S
X 100%COPQ =
COST OF QUALITY -An overview of COPQ for 1200 m/c factory, capacity of 6,00,000 pcs/mon. (Cont.,)
CONTROLLABLE COPQ
Appraisal Costs
Cost per
piece
Salaries - Quality HR-Records Man-Machine Ratio 1.97 3.28% 141.48
Wages - Quality HR-Records Man-Machine Ratio 6.83 7.58% 327.60
Testing charges Lab 1.44 2.40% 103.68
Overtime -Quality HR-Records OT% 0.2 0.33% 14.04
Total Appraisal Costs 10.44 13.59% 586.80
Prevention Costs
Cost per
Piece
Research & Development Costs R&D R&D Initiatives 0.15 0.25% 10.80
Training Costs HR/ CI records Training initiatives 0.39 0.65% 28.08
Costs of continous improvement teams HR-Records Improvement Teams 0.255 0.43% 18.36
Total Prevention Costs 0.795 1.33% 57.24
External Failure Costs 1.76 2.93% 126.36
Internal Failure Costs 10.91 18.15% 783.54
Appraisal Costs 10.44 13.59% 586.80
Prevention Costs 0.795 1.33% 57.24
Total Quality Costs / Piece 23.905 36.00% 1553.94
Average Cost of Manufacturing ( Total conversion Cost) 60 4320
Cost Of Poor Quality as % of Total Conversion cost 39.84% 35.97%

C O P Q
COPQCOPQ =
Contribution of quality costs:
 External Failure was contributed to 3%
of the conversion cost with an annual
loss of 1.26 Crores.
 Internal Failure contributed to 18.14%
accounting to nearly 7.84 Crores annual
loss.
 Appraisal Costs contribute to 13.58% of
the Conversion cost, which accounts to
5.86 crores annually
 Prevention costs contributed to 1.33% is
very minimal.
Quality costs contributing 35.97% of and an annual loss of 15.53 Crores
3%
18.14%
13.58%
1.33%
External Failure Costs
Internal Failure Costs
Appraisal Costs
Prevention Costs

C O P Q
External Failure Costs
Internal Failure Costs
Appraisal Costs
Prevention Costs
IMPACT OF COPQ
 Defects found and rectified internally increase the product cost and reduce
profit. Continuous inspection in all processes, rework in cutting, sewing,
finishing, embroidery, etc., and rejection in each stage increases the cost of
product.
8%
38%
4%
50%

C O P Q
IMPACT OF COPQ
 Poor quality creates dissatisfied customers and eventually leads to loss of
business.
 A defect, which is found by the customer, costs a lot to the organization
because, rework / rejection cost at the customer end is always very high.
 Poor first pass quality across the throughput is the primary cause for high COPQ. By reducing the COPQ, the
manufacturing costs can be drastically brought down. A reduction in COPQ can be achieved by improving first
pass quality. So instead of focusing only on productivity or quality control by inspection originations, should
focus on “right first time” approach.
TQM designed for
defect prevention
Defect found during manufacturing &
rectified
Defect at customer end

DMAIC
ANALYZE
 DMAIC methodology of six sigma is a problem solving method where six sigma tools
are used to analyze the process data and finally the root causes behind the defects
produce in the product are identified.
 Six sigma is a quality improvement process of final product by reducing the defects,
minimizing the variation and improving capability in the manufacturing process.
 The use of statistics in DMAIC provides better insight into the process performance,
and process control. Based upon the critical review, process dimensions (average
outgoing quality limit (AOQL),DPMO (Defects per million opportunity) critical to SCM
performance were identified.
 It is a systematic approach towards defects minimization through five phases of
DMAIC methodology named define, measure, analyze, improve and control.
Application of Six Sigma DMAIC Methodology:

DMAIC
ANALYZE
Phases of DMAIC:
D
The purpose of this phase is to define the problem, goal of the project
and the process that needs to be improved to get higher sigma level
Tools Involved: Process Control Sheet, Process Flow chart

DMAIC
ANALYZE
Phases of DMAIC:
D
M
In Measure phase, % of defects, existing DPMO (Defect per Million
Opportunity) and Sigma Level were calculated.
Tools Involved : Pareto Chart

DMAIC
ANALYZE
Phases of DMAIC:
D
M
A
Tools Involved:Brain storming,Cause&effect diagram,5 Whys
Analyze Phase is to go through the data, to find out the root
causes (RCA) of the problems and seek improvement
opportunities.

DMAIC
ANALYZE
Phases of DMAIC:
D
M
A
I
opportunities.
Tools Involved: FMEA, Brain stroming.
Improve phase is to discover a solution to the
problem that the task aims to address.

DMAIC
ANALYZE
Phases of DMAIC:
D
M
A
I
C
opportunities.
Tools Involved: FMEA, Brain stroming.
Improve phase is to discover a solution to the
problem that the task aims to address.
Tools Involved: Control Chart.
Control Phase is to sustain the achieved
results, and refining the implemented
system continuously.

TOOLS
Tools and Techniques of TQM:
 TQM tools are technical means used to work in the quality programs, which include
diagrams, statistical graphs, also, used to improve processes / develop products in an
organization by identifying, analyzing and evaluating data.
 TQM tools are practical methods, skills, means or mechanisms that can be applied to
particular tasks.
 By Using the tools and techniques, one can investigate problems, identify solutions and
implement them in work practices, by measuring and analyzing the outcome.
 And finally by implementing TQM Approach in garments industry to analyze the
improvement of product quality and productivity.

TOOLS
Most Popular TQM Tools
TQM
Tools
Failure Mode
& Effect
Analysis
(FMEA)
Quality
Function
Deployment
Traffic
Light
System (
TLS)
Histogram
or
Bar Graph
Cause and Effects
or
Fishbone
or Ishikawa
Diagram
Process
Mapping
Control Charts
Variation
Pareto analysis:
Identifying the key
problems 5 Why’s

TOOLS
TQM Tools
Define Measure Analyze Improve ControlPROCESS MAPPING
Benefits of Process Mapping
 Provides a clear understanding on the important characteristics of the current process
 Identifying and eliminating processes that are unnecessary
 Identify opportunities for improvement, implement changes and increase customer
satisfaction
 Process map identifies the sequence of activities or the flow in a process to
build a product
 It also pinpoint places where quality-related measurements should be taken.

TOOLS
Example for PROCESS MAPPING ( Sewing- finishing):
Define Measure Analyze Improve Control

TOOLS
Pareto analysis: Identifying the key problems
 Pareto analysis Chart is used to graphically summarize and display the contribution of each
type of defect. The logic behind Pareto analysis is that only a few quality problems are
important, whereas many others are not critical. This concept is also called the 80–20 rule.
 Pareto analysis is to develop a chart that ranks the causes of poor quality in decreasing
order based on the percentage of defects each has caused.
 According to Pareto’s principle is that most quality problems are a result of only a few
causes. The trick is to identify these causes.
 The lengths of the bars represent occurrence and are organized with longest bars on the
left and the shortest to the right. In this way the chart visually shows which defects are
more significant.

TOOLS
Example for Pareto analysis:
Data Collection: Final Checking
Summary:
Stain, Cut Hole, Broken Stitch, Uneven stitch and
Puckering is the top 80 % defects Occurred in Final
checking.
# Defects Contribution Cumulative%
1 Stain 33 29.2%
2 Cut hole 25 51.3%
3 Broken Stitch 15 64.6%
4 Uneven Stitch 9 72.6%
5 Puckering 9 80.5%
6 Skip Stitch 6 85.8%
7 Oil Stain 5 90.3%
8 Needle mark 5 94.7%
9 Missing operation 2 96.5%
10 Raw edge 2 98.2%
11 Needle cut 1 99.1%
12 Wavy seam 1 100.0%
Stain
Cuthole
BrokenStitch
UnevenStitch
Puckering
SkipStitch
OilStain
Needlemark
Missingoperation
Rawedge
Needlecut
Wavyseam
0%
20%
40%
60%
80%
100%
0
5
10
15
20
25
30
35
Cumulative%
Contribution
Defects
Vital Few Useful Many Cumulative% Cut Off % [42]

TOOLSCause and Effect diagram
Cause-and-effect diagrams are charts that identify potential causes for particular
quality problems. It is also called as fishbone diagrams because they look like the
bones of a fish. The “head” of the fish is the quality problem,
The diagram is drawn so that the “spine” of the fish connects the “head” to the
possible cause of the problem. These causes could be related to the machines,
workers, measurement, suppliers, materials, and many other aspects of the
production process.
Each of these possible causes can then have smaller “bones” that address specific
issues that relate to each cause.
Cause-and-effect diagrams are problem-solving tools commonly used by quality
control teams. Specific causes of problems can be explored through brainstorming.

Example of Cause and Effect diagram:
Cause-Effect Diagram for Skipped Stitch
SKIPPED STITCH
MAN MACHINE
METHOD MATERIAL
Needle defection or bending
Tension variation in looper
and needle thread
Hook, lopper or needle is
not able to hold the thread
loop in proper timeOperator in efficiency
Loop size or needle is small
Improper handling of
cut pieces

TOOLSCauses
types
Causes Suggested solutions
Man Operator inefficiency Provide adequate training to operators
Machine
Hook, Looper or needle is not able to hold
the thread loop in proper time
Timing of hook or looper with needle should be adjusted
properly
Use needle which design to facilitate loop formation
Repair damage machine parts
Needle deflection or bending
Adjust needle height and testing before bulk sewing
Check needle is properly mounted on the sewing machines
with right eye position
Tension variation in looper & needle thread
Adjust Tension properly
Select good qualiyt thread which is free from flaws
Method
Choice of sewing thread is accordance with the needle size
Loop size or needle is small Adjust needle and thread size
Improper handling of cut pieces
Reduce gap between pressure foot and the hole of needle
plate
Suggestions to reduce defect percentage

TOOLS
TRAFFIC LIGHT SYSTEM
• Traffic Light Quality System is a visual control for highlighting quality issues in sewing line.
• A operator produces quality product with zero defect, is characterized by a green card.
• A operator who does a single fault out of the checked seven pieces, is warned by a yellow card that
indicates , should be more careful about quality for the next time.
• A operator who does multiple faults, a red card is hanged that indicates that this worker is producing
several faults that should be corrected and an extra care should be taken to this worker.
No defects per 7 pcs inspected
1 defect per 7 pcs inspected
2 or more defects per 7 pcs inspected

TOOLSFrequency of QC visit:

TOOLS
Color code Flag raising & process rectification:

TOOLSOperator Quality Performance Report

Appendix
Operation specification sheet
Traffic Light Chart
Daily Inline Inspection Report
Standardized Fault Codes
Finished Garment- Critical Measurement check
Daily End-line Inspection
Daily QC Audit Report
TLS Daily Meeting
Weekly Summary – Top-3 Operational Reject

TOOLS
Benefits of FMEA:
 Captures the collective knowledge of a team
 Improves the quality, reliability, and safety of the process
 Reduces process development time, cost
 Documents and tracks risk reduction activities
 Helps to identify critical-to-quality characteristics
 Provides historical records; establishes baseline
 It reduces time spent considering potential problems
FMEA
Define Measure Analyze Improve Control Failure modes and effects analysis (FMEA) is a step-by-step approach for identifying
all possible failures in a manufacturing or assembly process of a product.
 It documents current knowledge and actions about the risks of failures, for use in
continuous improvement.

TOOLS
7/0 QUALITY CONTROL SYSTEM Define Measure Analyze Improve Control
 Inline QC inspects 7 pieces randomly for each machine operator twice a day. If he
finds any fault among these 7 inspected pcs, the Sewing operator has to inspect
the whole bundle himself and offer inspection again to Inline QC.
 If the inspection is fault free, then this sewing operator will undergo follow up
inspection of 03 consecutive bundles. If 03 Follow Up Inspections are ok, the Inline
QC moves to next machine operator.
 If during 1st follow up inspection, the Inline QC finds any fault, then the said
sewing operator has to go under 2nd follow up inspection.
 If the 2nd follow up fails then operator has to stop the work for two decisions to
be made depending on the nature of the faults (either machine to go under
maintenance or sewing operator to go for training or replacement).

TOOLS
7/0 QUALITY CONTROL SYSTEM
7 / 0 Quality Monitoring Report

TOOLS
POINT ALLOCATION SYSTEM (PAS):
 In this method, workers themselves will be considered as quality controllers. They will evaluate their own
work and will make sure that they produce defect-free products
 The required training and awareness will be provided to the workers. Special care would be taken for
tougher job operators so that their defect-rate reaches close to that of easy-job workers. They should attain
the capability of understanding requirements merely by observing the sample and specifications hanged in
the line. For this, Quality Circles may be introduced. Each Quality Circle will include operators of similar
type of jobs led by the most skilled and experienced operator or even by a production supervisor.
 Members of the Quality Circles will sit once in a week to discuss their jobs, problems faced as well as share
the solutions with management. Every meeting should have tangible outcome with problems defined and
solutions proposed. Provision might be introduced for rewarding the best effective or creative solution.
 Required number of Quality Control Inspectors (QCI) and Supervisors would become less. The floor
supervisor will act like a floating Quality Controller and look after all the line activities and the operators
will consult with him as soon as they find any problem. Each of the workers will be provided with a PAS
Card. Also, the Quality Supervisor will bear some tokens.

TOOLS

TOOLS
Define Measure Analyze Improve ControlThe Application of the PAS Card will be as follows:
 A operator will notify Quality Supervisor as soon as he finds a fault in items in hand passed to him from another
operator. The Supervisor will give him one token.
 Then, Supervisor will find out the operator, who is accountable for the fault. On the PAS Card of that
operator/worker, under the column 'Number of Faults Committed', the Supervisor will mark a circle.
 At the final hour of the day-work, the Supervisor will visit those who have received token(s). Now, under the column
'Faults Found', he will mention the number of token(s) received by the operator and give an initial.
 After one month, total 'Number of Faults Committed' and total 'Faults Found' will be calculated. Now total 'Faults
Found' will be subtracted from total 'Number of Faults Committed' and the result will be considered as the 'Net
Faults'.
 The operator with the least 'Net Faults' will be awarded with incentives.
Advantages of PAS:
 In this system, the operators are allowed to compensate their 'Number of Faults Committed' by finding faults
committed by others. So, the operators would be motivated to give more concentration so that others get less
number of faults in there works.
 Also, they will try to compensate their number of faults by finding faults committed by others, there will be less
chance for a defective item to pass out.
 Every worker now plays a role of quality checker, which will be a motivating factor for the workers.
 There will be significant cost savings due to decrease of number of Quality Inspectors.

FAILURE MODE & EFFECTS ANALYSIS
Process
Function
Potential
Failure
Mode
Potential
Effect of
failure
Severity
Rating
(S)
Potential
Cause of
Failure
Occurrence
(Probability)
of Rating
(O)
Possible
Means of
Detection
( Control)
Detection
Rating
(D)
RPN
(SXOXD)
Preventative
Actions To be
Taken
Responsible
Bust dart
Machine
setting
Puckering 10
Improper
machine
setting
10 Visual 9 900
Make all
machine
setting with
correct tension
Mechanic
Neck &
Armhole
binding
Machine /
handling
Roping /
puckering
10
Improper
machine
setting /
handling
10 Visual 10 1000
Set machine
properly & also
allow A+ grade
operator for
handling
problem
Line In-charge
/ mechanic
Bottom
hemming
Machine
setting
Row
edges on
hemming
10
Improper
machine
setting
9 Visual 8 720
Change
machine blade
& proper
setting
Mechanic
Indices ( 1=> Lowest risk to 10=> Highest risk ) RPN : Risk Priority Number ( 1-1000)
Example for FMEA:

TOOLS
5 WHY ANALYSIS:
Benefits of 5 Why Analysis:
 This technique can help you to quickly determine the root cause of a problem. It's simple, and easy to learn
and apply.
 5 Whys is a tool that is used to find systematic causes of a problem so that an appropriate corrective action
can be implemented.
 It simply involves asking why at least five times until a root cause is established. It requires taking the
answer to the first why and asking why that occurs and so on.
 To get to the root of a problem quickly, the Five Whys strategy involves looking at any problem and drilling
down by asking: "Why?" or "What caused this problem?" While you want clear and concise answers, you
want to avoid answers that are too simple and overlook important details.

TOOLS
EXAMPLE FOR 5-WHY ANALYSIS: Stain Marks
Measure Analyze Improve ControlDefineWHY-WHY ANALYSIS (5 WHY'S)
Problem DescriptionStain Mark Related Issues (4.37%)
5 Why's Corrective Actions / Target Date
Why:1.
Because of poor handling of Light color garments stitching in the line.
Explain why the problem occurred:
Why:2. 1).M/Cs & Bins are not covered propperly.
Light garments getting more stains
2) Operators not wearing hand gloves for stitching light color
3) Dust points & dirty points on M/Cs
4) When handling not insert garments & panels in to the poly bags
5) Need to fixed M/C s extensions, More WIP in the lines, When cleaning time should clean properly,
6) Writing pens & permanent pencils need to avoid using in the floor.
Why:3. 1) Supervisors, In-charges, Mechanics, QCs & Production related persons not taking necessary steps / not
educated/trained to avoid stains.Why above (1) points not followed:
Why:4. Supervisors, In-charges, Mechanics, QCs & Production Related Persons are doesn't have knowledge
regarding the impact of stains on productivity & quality.Why Stains was not detected
Why:5. 1) They haven't knowledge & awareness M/Cs cleaning & also cleaning their individual work places.
Why Persons not following
2) Management have to educate & train the supervisors, In-charges & operators regarding clean on M/Cs
& work place & also need to follow audit system to keep a check on being followed them strictly.
CORRECTIVE ACTION PLAN
# Need to Reduce WIP in the line.
# Also need to follow cleaning schedule properly,
# Need to clean M/Cs some points with vacuum cleaner
# We have to ensure light color GMT should be moved inside the poly bags,
# All operators need to be aware of regarding house keeping & cleanliness,
# Should be apply management audit tool for the production area for the maintain.
# Need to display Pictures of DOs & DON'Ts of material handling.

DMAIC
ANALYZE
A3 THINKING
A3 THINKING:
 A3 tool is used for problem-solving. It becomes a one-page story of a problem, including
current condition, problem analysis, future condition, and actions to solve the problem.
 It should be visual and extremely concise.
1. Identify the problem or need (Background)
2. Understand the current situation/state (Current Situation)
3. Develop the goal statement – (develop the target state)
4. Perform root cause analysis( Analysis)
5. Brainstorm/determine countermeasures (Recommendations)
6. Create a countermeasures implementation plan(Implementation Plan)
1. Check results – confirm the effect (Follow UP)
2. Keep Sustaining! (Results Report)
A3 Reports typically include:

TOOLSMachine Men
4.2. Action plan: Activity plan prepared to eliminate weaving defects
Material Method Sl.no Who
1 Ashok By analysis survey in market for good vendors
2 Ashok
3
4M 4
4.3. Implementation of counter measure
6. Standardisation
All the improvements has been standardized through 5W-1H method.
No What Who When Where
1
100% Panel
checking
QC 29.08.2016 SOP
2
7. Conclusion
7.1. Tangible Benefits 7.2. Intangible benefits
1. Rework % reduced upto 2 % 1. Operator morale Improved
3.4. Root Cause: 2 2. Internal customer satisfaction improved
From that analysis we conclude , poor quality of fabrics purchasing and management allowing the defected fabrics from RM Store is a root cause .7.3. Horizontal Deloyment
From that analysis we conclude , improper checking is a root cause .
MACHINE
METHOD
MATERIAL
Data collection Significant
Significant
Management passes the
rejected fabrics in 4 Point
system
Validation through GEMBA audit /
Experimentation
Poor quality of fabrics
Purchasing fabrics from local
Vendon
MEN
Module : Sewing
4. Action
Function : MFG
Significant
3.1 Probable causes :
Quality Circle team analyzed the probable causes.
Poor quality fabrics
3.2 Validation of Probable causes
Identified probable causes are validated through the GEMBA Audit & Experimentation
Need to start 100 % Panel
Checking in cutting department.
3. Analysis
QC STORY ON PROCESS IMPROVEMENT
Title : Weaving defects reduction in Sewing Department
1.0 Problem
Reduce the weaving defects by 6% to 4% within 31-09-2016
The Weaving defect contibuting 6 % of rework in every month
1.2 Theme:
1. It increases the rework in stitching departments.
2. Need for 100% Inspection.
3. Internal customer dissatisfaction( Eg, Cutting, Sewing, Finishing).
Aug-28Business Unit : IBG, Faridabad
1.1 Importance of the problem
Weaving defect 6%
Low skill Checker
1.3 Target
To reduce the Weaving defects.
2.0 Observation
3.3 Performance measure of Vendor
validation through GEMBA audit /
Experimentation
Insignificant
Probable causes
Experimentation
Improper Checking Significant
Experimentation
MSA
Horizontal deployment done for all line's.
For regular production run
1. Have to fill actual implementation solution and comments
2.
How
By updating the SOP
5.0. Check results
2.1 Data collection :
Further to validate the counter measure, Defect reduction study conducted.
i) Rework % reduced from 8% to 6%
ii) Monthly monitoring of process reveals that defect counts reduced 1106pcs to 650pcs .
Why
Inference
Low skill checker
To detect all the defects By increasing one more checking point.
HowWhat
Need to purchase fabric from
Nominated Vendor.
Why
To improve the fabric quality
CAUSE & EFFECT DIAGRAM
Management passes the
rejected fabrics in 4 Point
system
Improper Checking in Raw
material
DHU %
Defect Count
1 STAINS / स्टेन्स 226 78 13 8 14 10 16 349
2 DAMAGE / डैमेज / 34 21 34 30 55 74 3 248
3 IMPROPER SHAPE / इम्प्रॉपर शेप/ 7 7 7 7 0 7 0 35
4 WRONG SIZE / रॉॉंग साइज 5 7 18 0 28 14 3 72
5 DOWN STITCH 89 122 164 308 306 266 64 1255
6 SKIP STITCH 275 279 23 116 48 8 64 749
7 BROKEN STITCH / ब्रोकन स्टस्टच 236 335 140 242 272 245 58 1470
8 BUTTON INSEC / बटन इन्सेक 38 28 9 19 6 11 0 111
9 BUTTON MISSING / बटन मममसॉंग 21 5 87 180 120 192 2 605
10 OPEN SEAM 82 28 10 100 36 184 18 440
11 BAR TACK IMPROPER / बार टैक इम्प्रॉपर 5 0 8 4 4 0 8 21
12 BAR TACK MISSING / बार टैक मममसॉंग 28 20 83 204 19 25 19 379
13 BUTTON HOLE CENTRE OUT/ बटन होल सेंटर आउट/ 5 0 0 0 88 0 0 93
14 BUTTON PLACEMENT WRONG / बटन प्लेसमेंट रॉॉंग 0 0 0 4 7 7 2 18
15 WRONG COL OR SIZE BUTTON / रॉॉंग कलर साइज बटन / 5 10 7 21 18 4 2 65
16 EMROIDERY/ एम्रोदेरी / 35 40 10 0 77 56 20 218
17 HEAT SEALING DEFECTS / हीट सीमलॉंग डेफे क्ट्स / 19 28 5 0 4 0 3 56
18 FABRIC DEFECTS / फै मब्रक डेफे क्ट्स/ 32 41 15 8 0 0 19 96
19 SHINE MARKS / शाइन मार्क्स / 55 45 9 5 11 5 0 130
20 JOINT OUT 37 108 10 26 28 10 3 219
21 SHADE / शेड 100 62 0 8 0 0 2 170
22 STICKER GUM MARKS / स्टीकर गम मार्क्स 49 5 0 0 5 2 0 61
23 UNTRIMMED THREADS / अॉंतररमेड थ्रेड्स / 0 0 0 0 0 0 2 0
24 POCKET SHAPE UNEVEN/ 0 1 1 0 0 12 0 14
25 POOR MENDING/REPAIR / पुअर मेंमडॉंग /ररपेयर 11 99 0 0 7 0 18 117
26 LABEL MISSING / लेबल मममसॉंग/ 11 6 98 241 36 26 0 418
27 TRIMMING DAMAGE / मटि ममॉंग डैमेज 3 0 0 0 0 8 0 11
28 WEAVING DEFECT / वीमवॉंग मडफे क्ट 78 176 119 221 160 221 11 975
29 PANEL SHADE / पैनल शेड 72 6 16 28 72 131 3 325
30 PO Label Missing 3 0 0 0 0 17 0 20
31 OUT OF TOLERENCE / आउट ऑफ़ टॉलरे न्स 0 0 0 0 0 0 0 0
32 SLANTING / स्लॅनमटॉंग 0 0 0 0 0 0 4 0
33 Rejection / ररजेक्शन 0 0 4 0 0 0 0 4
CHECKED PCS./ प्चेक्डपचस 7591 7817 10231 20206 15853 18775 2397 4665
DEFECT PCS/. दिफ़्फ़े क्ट पचस 1561 1557 890 1780 1421 1535 344 456
PASS PCS /पास पचस 6030 6260 9341 18426 14432 17240 2053 4209
DHU 21% 20% 9% 9% 9% 8% 14% 10%
Sigma level 2.32 2.34 2.86 2.85 2.84 2.89 2.56 2.79
FINAL QUALITY CHECK DAY-WISE SUMMARY
TotalSl.No Defect Category LINE 1 LINE 2 LINE 3 LINE 4 LINE 5 LINE 6 Line 7
Purchasing local Vendor
Perforamnce measure based on rrejection percentage each vendor
Item: FMEA number:
Model: Page :
Core Team: FMEA Date (Orig):05-07-2016
Actions Taken
S
e
v
O
c
c
D
e
t
R
P
N
Fabric
Inspection
Fabric
Weaving
Apperance 7
Material:
1. Poor Quality of Fabric (4
point systems allows small
deviation of defected fabrics)
6 Visual 4 168
Process:
1. Need to purchase fabric from
Nominated Vendor.
2. Need to reduce 4 Point system
pass rate 20 from 25.
3. Need to start 100 % Panel
Checking in cutting department.
Ashok / 19-07-
2016
0
D
e
t
e
c
Quality Manager
1
1
Rev: 05-09-2016
FAILURE MODE AND EFFECTS ANALYSIS (FMEA)
Recommended Action(s)
Responsibility
and Target
Completion Date
R
P
N
Process
Function
Responsibility:
Prepared by:
Prasad
Selvamaan
Action Results
Potential
Failure
Mode
Potential
Effect(s) of
Failure
S
e
v
Potential Cause(s)/
Mechanism(s) of Failure
O
c
c
u
r
Current
Process
Controls
Before After Improvements
3319
1950
0.412473637
WEAVING
Before After Improvements
8
6
0.25
WEAVING
DEFIN
E
MEASURE
ANALYZE IMPROVE
CONTROL

Timeline for DMAIC phases
Phase - I
D
MPhase - II
Define
Measure
3-4 weeks
4 weeks

Phase - IV
APhase - III
A
I
Phase - IV
C
Analyze
Improve
Control
4-5 Weeks
4 Weeks
5-6 Weeks

STEP-1 Review of Existing Quality System in the Company
STEP-2 Identification of defects in the various departments by collecting data from old and present records.
STEP-3 Categorization of defects as per different section
STEP-4 Analysis of collected data in order to identify majorly occurring defects
STEP-5 Development of a model in quality control system
STEP-6 Implementation of check sheets to capture defects in different departments
STEP-7 Providing Training, with the usage of collected data to analyze and solve quality issues.
STEP-8 Analysis of defect rate from various departments after implementation of system
STEP-9 Spreading of Quality control system to other lines
STEP-10 Tracking of improvements and comparing them with previous situation in different departments
STEP-11 Visual Communication of performance
STEP-12 If OK, then maintain and establish the standard for ongoing production process
Approach Methodology

Effects of Implementing the Proposed TQM:
DATA COLLECTION:
FACTORY – PENGUIN APPARELS
DHU & Rejection % before implementation of TQM

BROKENSTITCH
STITCHUP-DOWN
DROP/SKIPSTITCH
JOINTSTITCH
UNEVENSTITCH
RUN-OFFSTITCH
OVERSTITCHING
OPENSEAM
WAVY
PUCKERING
PLACKETBOXSLANTED
ARMHOLEPOINTUP-DOWN
BADTENSION
UNEVENSPI
INCORRECTLABEL
LABELSLANTED
OILMARK
PLEAT
A B C D E F G H I J K L M N O P Q R
DAY-1 White 2356 3 4 3 2 2 2 3 4 1 28 1.19% 20 0.85%
DAY-2 White 2311 1 3 2 2 1 3 2 21 0.91% 23 1.00%
DAY-3 White 2360 3 3 3 2 2 3 18 0.76% 21 0.89%
DAY-4 White 3085 2 1 1 3 16 0.52% 23 0.75%
DAY-5 White 2266 3 1 1 3 15 0.66% 20 0.88%
DAY-6 M.Blue 2508 1 3 2 1 19 0.76% 20 0.80%
DAY-7 H.Grey 709 1 3 2 15 2.12% 24 3.39%
DAY-8 H.Grey 2208 1 2 2 2 17 0.77% 19 0.86%
DAY-9 H.Grey 3107 2 2 2 1 3 2 3 2 2 2 1 31 1.00% 23 0.74%
DAY-10 N.Black 2809 2 1 2 2 3 1 6 2 2 1 26 0.93% 19 0.68%
DAY-11 Black 2808 2 3 3 3 3 2 2 3 3 2 30 1.07% 26 0.93%
DAY-12 N.Black 2809 1 2 1 3 21 0.75% 24 0.85%
DAY-13 M.Blue 2808 1 2 3 4 1 1 2 21 0.75% 22 0.78%
DAY-14 M.Blue 2878 1 2 3 2 2 2 2 3 25 0.87% 21 0.73%
DAY-15 M.Blue 2880 3 4 2 1 3 27 0.94% 23 0.80%
DAY-16 M.Blue 2879 1 3 2 3 2 2 2 1 2 1 37 1.29% 21 0.73%
DAY-17 M.Blue 2221 1 2 3 3 1 3 2 2 1 1 32 1.44% 25 1.13%
DAY-18 M.Blue 2909 1 1 2 3 1 1 2 20 0.69% 24 0.83%
DAY-19 M.Blue 2913 3 3 1 2 2 1 27 0.93% 24 0.82%
DAY-20 White 2406 2 1 2 1 1 5 2 3 2 19 0.79% 21 0.87%
DAY-21 White 2028 2 1 8 2 2 2 3 2 1 26 1.28% 24 1.18%
DAY-22 White 2580 2 2 2 1 2 14 0.54% 21 0.81%
DAY-23 White 2861 3 2 2 2 1 13 0.45% 25 0.87%
DAY-24 White 2911 3 2 3 4 2 3 3 2 2 1 35 1.20% 21 0.72%
DAY-25 White 2911 1 4 2 2 3 2 1 2 1 23 0.79% 20 0.69%
DAY-26 White 2862 1 3 2 2 2 2 1 1 27 0.94% 19 0.66%
67383 603 0.89% 573 0.85%TOTAL
DATE
CHECKQTY
COLOR
TOTALDEFECTS
DEFECTS%
FINISHINGDEFECTS
FINISHINGDEFECTS%
Effects of Implementing the Proposed TQM:
DATA COLLECTION:
FACTORY – PENGUIN APPARELS
DHU & Rejection % After implementation of TQM

Effects of Implementing the Proposed TQM: FACTORY – PENGUIN APPARELS
Comparison of Sewing Defects & Rejections % , Before & After Implementing TQM – Trend Chart
(Sewing & Finishing)

Overall reductions in defects level for sewing department

Comparative statistics of before and After TQM Implementation
 Sewing percent defective reduced approximately to 80%. In finishing, stitching D.H.U. came down to
approximately 1 % from 5.6% as earlier.

Inspection
Methodology
Right armhole seam &
shoulder seam
Back right arm hole Back left armhole
Right
sleeve cuff
inside & out
Left sleeve
cuff inside &
out
Right side
seam &
underarm
seam
Left shoulder seam
& armhole seam
Left underarm
seam & side
seam
Bottom hem inside & out, front & back
T-Shirt

Inspection
Methodology
Left shoulder seam &
armhole seam
Right armhole seam &
shoulder seam
Back left armhole &
shading
Left sleeve cuff
Left side seam &
underarm seam
Right side seam &
underarm seam
Right sleeve cuff
Back right armhole
& shading.
Long Sleeve
Jacket

Inspection
Methodology
1) Styling, left outseam, including
side pocket & shading
2) Left leg opening. If elasticized
stretch out to full extent.
3) Left leg
out
5) Total inseam
4) Back rise
& front rise
6) Turn pant over.
Right outseam
1 2
3
4
5
6
7
7) Right leg opening. If elasticized
stretch out to full extent
Jogger
Pant

Inspection
Methodology
Shorts
Right side seam,
including side pockets.
Left side seam,
including side pockets
Outside & inside left hem
Outside & inside right hem
Turn short over. Examine styling,
back rise & other unchecked seams.
Left inseam

SOP’s for quality control system
Quality Procedures- The Idea Smith
SOP’s

TQM is very important for ensuring the
quality of products. Manufacturing the
quality product is mandatory to sustain
in this global competitive market.
TQM has no specific destination and its
changing limit is also endless.
TQM eliminating non-productive
activities like reworks , as well as
cost are saved by ensuring quality
production.
we should bear in mind that
1% defective product for an
organization is 100% defective
for the customer who buys
that defective product. So
manufacturing the quality
product is mandatory to
sustain in this global
competitive market.
Finally, a joint effort is highly expected
from every related personnel in
minimizing defects and reworks and
hence to add value, enhance quality
and provide the greater levels of
service to customers through -
“Right first time, right on time, right
every time”.
It is the time to change to TQM. In the past, customers would accept goods with 1%, 2%, or even 5% defects; today they satisfy
their needs with companies whose production error levels are measured in ppm (parts per million), ppb (parts per billion) or
“Zero Defects”.
CONCLUSION

C O P Q
∑(E+I+A+P)
S
X 100%COPQ =
S: Sales
CATEGORIES OF COPQ
PREVENTION COSTS
APPRAISAL COSTS
QUALITY CONTROL COSTS
EXTERNAL FAILURE COSTS
INTERNAL FAILURE COSTS
QUALITY FAILURE COSTS
Costs to prevent poor quality in products. They
include quality planning costs, quality improvement
projects, quality education etc.,
To assure conformance to quality standards and
performance requirements, include cost of quality
inspections, product testing, calibrating and
performing audits to make sure that quality
standards are being met.
Due to sewing rework, garment left over due to poor
quality, fabric rejections due to poor quality, air shipments
due to quality failures.
Claims, discounts on packing failure, workmanship failures,
stains, damages, etc., Lose of sale due to short quantities;
discounts on delay in shipments due to rescuers are also
accounted under external failures.

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