Total Quality Control Management
Lecture 1-5
Understanding and Importance of Quality and
Quality Control
1
Why is Quality?
is very important in the point of view
from buyers or sellers, users and
manufacturers. It is true that profit is related
with product quality in business. It is
important to maintain a level of quality for
every industry or business to get increased
sales and better name among consumers and
fellow companies.
Especially for the business engaged
in export business has to sustain a high level
of quality to ensure better business
performance globally. Companies who are
into export business hold the prestige of the
country, and due to this generally quality
control standards for export are set strictly.
2
In the garment industry quality control is qualified right from the
initial stage of sourcing raw materials to the stage of final
finished garment. In this industry, product quality is calculated in
terms of quality and standard of fibers, fabric construction, yarn,
surface designs, color fastness and the final finished garments.
3
Definition:
In manufacturing, a measure of excellence or a state of being free from
defects, deficiencies and significant variations. It is brought about by
strict and consistent commitment to certain standards that achieve
uniformity of a product in order to satisfy specific customer or user
requirements.
ISO 8402-1986 standard defines quality as
“The totality of features and characteristics of a product or service that
bear its ability to satisfy stated or implied needs.”
ISO 9000: 2000 defines quality as: degree to which a set of inherent
characteristics fulfill requirements”.
British Standard (B S) defines quality as
“The totality of features and characteristics of a product or service that
bear on its ability to satisfy a given need.”
Reference: Managing Quality in Apparel Industry. By – P. V. Mehtha
Page (1-11) 4
Quality assurance (QA)
• Quality assurance (QA) is a way of preventing mistakes or
defects in manufactured products and avoiding problems
when delivering solutions or services to customers; which ISO
9000 defines as "part of quality management focused on
providing confidence that quality requirements will be
fulfilled". The QA activities should include factory monitoring,
testing, inspections, audits etc.
5
Definition of Quality Control
• Quality control, or QC for short, is a process by which entities
review the quality of all factors involved in production. ISO
9000 defines quality control as "A part of quality management
focused on fulfilling quality requirements".
•In the garment industry quality control is practiced right from the
initial stage of sourcing raw materials to the stage of final finished
garment. For textile and apparel industry product quality is
calculated in terms of quality and standard of fibres, yarns, fabric
construction, colour fastness, surface designs and the final finished
garment products.
6
Quality Assurance vs. Quality Control
Particul Quality Assurance Quality
ar s Control
Definition QA is a set of activities for ensuring QC is a set of activities
quality in the processes by which for ensuring quality in
products are developed. products. The activities
focus on identifying
defects in the actual
products produced.
Focus on QA aims to prevent defects QC aims to identify
with a focus on the process (and correct)
used to make the product. It defects in the
is a proactive quality process finished product.
Quality control,
therefore, is a
Goal The goal of QA is to improve reactive process.
development and test The goal of QC is
processes so that defects do product is defects
to identify 7
Continue…..
Responsibility Everyone on the team Quality control is
involved in developing usually the
the product is responsibility of a
responsible for quality specific team
assurance. that tests the
product for
Statistical Statistical Tools & defects.
Techniques Techniques can be When statistical
applied in both QA & QC. tools & techniques
When they are applied to are applied to
processes (process inputs finished products
& operational (process outputs),
parameters), they are they are called as
called Statistical Process Statistical Quality
As a tool Control (SPC); & it Control (SQC) &
becomes the part of QA. comes under QC.
QA is a managerial tool QC is a corrective
Orientation QA is process QC is product
tool 8
oriented oriented
Buyer’s requirements:
Buyer’s demands are gradually becoming very rigorous and hard
to meet. They generally demand the following, which is dictated
by the nature of their business:
• 1. High quality of products.
• 2. Competitive price.
• 3. Shipment on time.
• 4. Variety of style.
• 5. Quick response.
• 6. Short lead time.
• 7. Social compliance.
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Pressure of local and global situations:
Supplier companies are generally under very hard situations,
which are given bellow:
• 1. Quota umbrella and MFA are being phased out shortly.
• 2. New competitors are in the market.
• 3. Local protection of industries is being withdrawn.
• 4. Emergence of new regions under NAFTA and in sub-Saharan
Africa enjoying preferences from USA.
• 5. Stick compliance of code of conduct, etc.
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Total Quality Management
•The way of managing organization to
achieve excellence
•Total – everything
•Quality – degree of excellence
•Management – art, act or way of organizing,
controlling, planning, directing to achieve
certain goals
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What is TQM
TQM is a comprehensive and disciplined way of managing an
organization so that it remains profitable and continues to
satisfy customers’ comprises the following basic principles:
• 1. Quality is dictated by customers.
• 2. Profitability, financial performance and
customer satisfaction are central issues of TQM.
• 3. It is based on customer oriented system and supplier
customer chain internally.
• 4. Continuous improvement of all ways of work
is pivotal/central issue. It is way of life
• 5. TQM survives on motivated manpower.
• 6. TQM must have a vision.
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Definition of TQM BS4778:1991)
• A management philosophy embracing all activities through
which the needs and expectations of the CUSTOMER and
CONSUMER, and the objectives of the organization are
satisfied in the most efficient and cost effective manner by
maximising the potential of all employees in a continuing drive
for improvement.”
• TQM also considered as the highest level of Quality
approach (programming) in any organisation to sustain &
ensure success in the global competition.
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TQM VISION:
Vision is the goal, which an organization is trying to achieve. Vision should make it
explicit what the organization is trying to reach at. A TQM vision incorporates five
points:
• 1. Customer satisfaction: satisfying customers continuously and consistently is
very important, so it needs to be included in the vision statement.
• 2. Organization performance: it is urgent that the company is and remains
profitable. This is a very important issue. A company cannot survive
without making profit.
• 3. Quality of products or services: as per TQM, quality is achieved by ownership
and personal responsibility rather than putting obligation on QA
department. it is conceived as partnership rather than compulsion.
• 4. Treatment of employees: customer satisfaction. High quality or profitability
cannot be achieved with the motivated manpower. It is essential that
vision incorporates how you treat your employees.
• 5. Social responsibility: organizations are part of society and must act
responsibly to society. Thus must go into vision statement.
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Quality Cycle
W. Edwards Deming in the 1950's proposed that business processes
should be analyzed and measured to identify sources of variations that
cause products to deviate from customer requirements. He
recommended that business processes be placed in a continuous
feedback loop so that managers can identify and change the parts of
the process that need improvements. As a teacher, Deming created a
(rather oversimplified) diagram to illustrate this continuous process,
commonly known as the PDCA cycle for Plan, Do, Check, Act:
• PLAN: Design or revise business process components to improve
results
• DO: Implement the plan and measure its performance
• CHECK: Assess the measurements and report the results to decision
makers
• ACT: Decide on changes needed to improve the process
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16
Why quality is needed in the RMG industry?
• For customer’s satisfaction
• For employees satisfaction
• To be harmonious with environment
• To reduce cost and earn higher revenue
• To enhance standards of living in life of everybody
• Improving time management
• Improving productivity whereby contributing towards national
growth
• To buildup better relationship with customer on long term
basis
• To eliminates confusion and conflicts
• Every task to be carried out in efficient and effective manner.
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Eight Dimensions of quality
The most fundamental definition of a quality product is
one that meets the expectations of the customer. However,
even this definition is too high level to be considered
adequate.
In order to develop a more complete definition of quality,
we must consider some of the key dimensions of a quality
product or service.
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The Eight Dimension of Quality are :
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Dimension 1: Performance
Performance refers to the primary operating characteristics of a product. In
clothes this approximates functionality and fluency in services.
Dimension 2: Features
Does the product or services possess all of the features specified, or
required for its intended purpose?
Dimension 3: Reliability
Reliability is a major contribution to brand or company image and is
considered a fundamental dimension of quality by most end-users.
Dimension 4: Conformance
If it’s developed based on a performance specification, does it perform as
specified?
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Dimension 5: Durability
Durability is closely related to warranty. Requirements for product
durability are often included within procurement contracts and
specifications.
Dimension 6: Serviceability
As end users become more focused on Total Cost of Ownership than
simple procurement costs, serviceability is becoming an increasingly
important dimension of quality and criteria for product selection.
Dimension 7: Aesthetics
The way a product looks is important to end-users. The aesthetic
properties of a product contribute to a company’s or brand’s identity.
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Dimension 8: Perceived Quality
Perceived quality is indeed a subjective dimension of quality
and closely related to the user-based approach.
Various reports have indicated the followings six benefits of
quality:
҉ Greater market share
҉ Higher earnings
҉ Loyal Customers
҉ Higher growth rate
҉ Premium price and
҉ Highly motivated employees.
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COST OF QUALITY
The reason quality has gained such prominence is that
organizations have gained an understanding of the high cost of
poor quality. Quality affects all aspects of the organization and has
dramatic cost implications. The most obvious consequence occurs
when poor quality creates dissatisfied customers and eventually
leads to loss of business. However, quality has many other costs,
which can be divided into two categories. The first category
consists of costs necessary for achieving high quality, which are
called quality control costs. These are of two types: prevention
costs and appraisal costs. The second category consists of the cost
consequences of poor quality, which are called quality failure
costs. These include external failure costs and internal failure
costs. These costs of quality are shown in Figure 5-1. The first two
costs are incurred in the hope of preventing the second two.
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COST OF QUALITY
Prevention costs are all costs incurred in the process of preventing
poor quality from occurring. They include quality planning costs, such
as the costs of developing and implementing a quality plan. Also
included are the costs of product and process design, from collecting
customer information to designing processes that achieve
conformance to specifications. Employee training in quality
measurement is included as part of this cost, as well as the costs of
maintaining records of information and data related to quality.
Appraisal costs are incurred in the process of uncovering defects.
They include the cost of quality inspections, product testing, and
performing audits to make sure that quality standards are being met.
Also included in this category are the costs of worker time spent
measuring quality and the cost of equipment used for quality
appraisal.
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COST OF QUALITY
Internal failure costs are associated with discovering poor product
quality before the product reaches the customer site. One type of
internal failure cost is rework, which is the cost of correcting the
defective item. Sometimes the item is so defective that it cannot be
corrected and must be thrown away. This is called scrap, and its costs
include all the material, labor, and machine cost spent in producing the
defective product.
External failure costs are associated with quality problems that occur at
the customer site. These costs can be particularly damaging because
customer faith and loyalty can be difficult to regain. They include
everything from customer complaints, product returns, and repairs, to
warranty claims, recalls, and even litigation costs resulting from product
liability issues. A final component of this cost is lost sales and lost
customers. External failure can sometimes put a company out of
business almost overnight.
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Prevention costs: Costs of preparing and
implementing a quality plan.
Appraisal costs: Costs of testing, evaluating,
and inspecting quality.
Internal failure costs: Costs of scrap, rework,
and material losses.
External failure costs: Costs of failure at
customer site, including returns, repairs, and
recalls.
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General Steps of quality control:
There are many steps of quality control. They
are—
• Studying customer requirements
• Setting up standards.
• Incoming materials control.
• Quality evaluation.
• In process control.
• Outgoing quality assurance.
• Analyzing customer complain
• If necessary take correction.
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Process wise quality control steps in the garments Industry:
Fabric inspection
Fabric inspection 4 & 10 point system
Fabric test report
Cutting quality report
Inspection of fabric details
Color difference
Pre-Production meeting
Ideal checking sequence for tops
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Ideal checking sequence for bottom
Sewing instruction & specification
Production details / Balance sheet
Daily damage report
Monthly damage
Pre-final report
Measurement sheet checking
First bundle report
First output of in line inspection 29
Traffic light system
In line inspection analysis report
End line inspection analysis report
Weekly graph
Final inspection report
Hourly quality analysis report
Daily defect counting report
Single sampling plan
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