BGMEA University of Fashion & Technology

Assignment On:
Impact and application of 7
basic tools
Course Tittle: Total Quality
Control Management(Apparel)
Course Code: AMM3105
Zahid Hasan Opu
Submitted By: Id-181-111-111
Dept- AMM,sec-2

Submitted
To:
Md. Rafiqul Islam Manik
Assistant Professor &
Head,Dept of AMM
 Date of
Submission:11/07/2020
Abstract: Kaou Ishikawa's Seven Basic Quality Tools (SBQTs) are practiced at project and
organizational level for process and quality control. Their opponents say that SBQTs are hard to
employ but the proponents claim that their usage has significant effect on the organizational
performance. Based upon three questionnaires this paper presents an exploratory study on the
usage of these statistical tools, identifies the impact of their usability on the performance of
software development organizations and also gives an insight into their limitations

Introduction: The Seven Basic Tools of Quality (also known as 7 QC Tools)

originated in Japan when the country was undergoing major quality
revolution and had become a mandatory topic as part of Japanese’s
industrial training program. These tools which comprised of simple
graphical and statistical techniques were helpful in solving critical quality
related issues. These tools were often referred as Seven Basics Tools of
Quality because these tools could be implemented by any person with very
basic training in statistics and were simple to apply to solve quality-related
complex issues. 7 QC tools can be applied across any industry starting from
product development phase till delivery. The 7 basic quality tools are,
essentially, graphical techniques used to identify & fix issues related to
product or process quality. 90% of a company’s problems could be
improved using these seven tools, and that –- with the exception of Control
Charts — they could easily be taught to any member of the organization.
This ease-of-use combined with their graphical nature makes statistical
analysis easier for all.
The seven tools are:
 Cause and Effect Diagrams
 Check sheet
 Control (Run) Charts
 Histograms
 Pareto Charts
 Scatter Plots
 Flow Charts

1.CAUSE AND EFFECT DIAGRAM: Cause-Effect is also known as

Fish-bone diagram as the shape is somewhat similar to the side view of a fish skeleton.
During problem-solving, everyone in the team has a different opinion about the root
cause of the issue or problem.

Fish-bone diagram captures all causes, ideas and uses brainstorming method to identify
the strongest root cause. Cause-Effect diagram records causes of specific problems or
issues related to the processor system. You will get many different causes for a specific
problem.

To start with the fishbone, you need to state your problem as a question, that too in terms
of “why”. This will help in brainstorming as each question should have an answer. In the
end, the entire team should agree on the problem statement and then place this question
at the “head” of the fish-bone.

The rest of the fishbone then consists of one line that is drawn horizontally across the
page attaching the problem statement at the head and a vertical line drawn as branches
or bone.

These branches cover different categories as mentioned below:

1. People
2. Process
3. Material
4. Equipment
5. Procedure
6. Policies
Uses:
 Problem-solving; finding root causes of a problem
 Uncovering the relationships between different causes leading to a
problem
 During group brainstorming sessions to gather different perspectives
on the matte

How to use the cause and effect diagram:

1. Identify the problem area that needs to be analyzed and write it down
at the head of the diagram 
2. Identify the main causes of the problem. These are the labels for the
main branches of the fishbone diagram. These main categories can
include methods, material, machinery, people, policies, procedures,
etc. 
3. Identify plausible sub-causes of the main causes and attach them as
sub-branches to the main branches. 
4. Referring to the diagram you have created, do a deeper investigation
of the major and minor causes 
5. Once you have identified the root cause, create an action plan
outlining your strategy to overcome the problem
 Fig: Cause and Effect Diagram

2. Check Sheets:
Check sheets provide a systematic way to collect, record and present
quantitative and qualitative data about quality problems. A check sheet
used to collect quantitative data is known as a tally sheet.

 The Check sheet is used to collect data and information in an easy format.
It increases accuracy in the data collection process with easy method and
format. It significantly reduces efforts for data collection as well. This data
collection is based on actual facts and figures rather than any imaginary
numbers and item.

This data collection methodology produces some sort of output and this
output is in a different data format that is always easy for analysis.

The Check Sheet is typically a list of questions or problems, in a document

or spreadsheet. Check sheet helps the organization to identify the problems
that prevent to deliver a quality product. This list of problems or question
needs to be resolved.

The Check sheet is used during the review process, before production
validation or in any other project management activity. It is used to ensure
that the necessary pre-requisite has been completed and all the required
steps have been carried out before committing to the business user about
the document or deliverable.

The check sheet is updated by recording “marks” or “checks” on it. In the

below Example, the Human Resource Department tracks the number of
questions raised on each day under different categories.

Thus the below table shows the total number of questions raised in the
Human Department by different category like Health Insurance, Sick Time,
Paid Time off etc. It also provides information on the total number of
questions raised on each day in a week.

It is one of the most popular QC tools and it makes data gathering much
simpler. 

Uses:

 To check the shape of the probability distribution of a process

 To quantify defects by type, by location or by cause
 To keep track of the completion of steps in a multistep procedure (as
a checklist)

How to make a check sheet:

 Why do you need to collect the data? 

 What type of information should you collect? 
 Where should you collect the data from?  
 Who should collect the data?
 When should you collect the data? 
 How should you measure the data? 
 How much data is essential?
 Fig: Check Sheet Template

3. CONTROL CHART: A control chart is a simple graph or chart with time on

the horizontal (X) axis vs. the quality characteristic measured on a vertical (Y) axis, with the
control limits for the quality characteristic measured. In other words, a control chart is a
continuous graphic indication of the state of a process with respect to a quality characteristic
being measured. Let us say you are performing the final inspection of garments. You go out
on the production floor and just before shipping pull a number of samples, inspect them, and
note the number of defects, and calculate percent defective for several days. The results may
look something like the following:

Variations or fluctuations in data are generally caused by a large number of small

differences in materials, equipment, the surrounding atmospheric conditions, physical and
mental reactions of people involved etc. These small differences cause data to fluctuate or
vary in a manner called “normal” or “random” and such variations normal to the process.

Occasionally, however, there will be a larger or unusual difference, much more important
than all those small differences put together. For example, material is taken from a different
lot, the machine setter makes a new setting, an inexperienced operator takes the place of an
experienced operator etc. These large differences cause changes in a manner called
“abnormal” and these variations are called abnormal variations. In other words, these are
variations that are not normal to the process.
 Experience has shown that there are definite detectable differences between “normal” or
“natural” variations and “abnormal” or “unnatural” variations. It is possible to detect this
difference or to make this distinction using a statistical tool known as the control chart.
Abnormal or unnatural variations have identifiable, assignable causes. This makes the
diagnosis and correction of many production troubles and often brings substantial
improvements in product quality and reduction in scrap and rework. Normal or natural
variations have no assignable causes. So by identifying certain quality variations as having
no assignable causes or being natural to the process, the control charts tells us when to
leave a process alone and thus prevents unnecessarily frequent adjustments that tend to
increase the variability of the process rather than decrease it.

Uses:

 To determine whether a process is stable

 To monitor processes and learn how to improve poor performance
 To recognize abnormal changes in a process

Fig: control chart

HISTOGRAM: A histogram is a graphical representation in a bar chart that
shows pattern falls within different conditions. It is a distribution of numerical data and it
provides necessary information about shape and dispersion or spread of a set of sample
data.

The numerical information can be of any type such as marks received during the exam,
the number of new employees joined within a particular month, the number of complaints
received per category etc. The Histogram shows the intensity of a particular problem and
displays data in a visual format.

In order to construct Histogram, it is necessary to divide the range of values into specific
intervals such as an interval of 5, 10, 15 etc. Such interval is called as “bin” and these
bins are consecutive, adjacent. The size of each interval is equal and these intervals are
not overlapping with each other.

Now, count how many values, points etc., fall within each interval and plot a bar chart
accordingly.

In the below sample Histogram, horizontal X-axis represents “points” obtained by the
students in a class and Y-axis represents the “number of students”. The points or marks
received by the students are divided into an equal interval of 10 points and are obtained
at a total of 10 intervals on the graph.

The histogram is created based on the marks of each student that fall within different
intervals as shown in the below graph.
 Histograms are different than bar chart and the difference is that A Histogram
represents continuous and adjacent data and of equal intervals. There is no gap
between the two bars in a graph, whereas, in bar charts, there is a gap between the
two bars.
In quality terms, the histogram is used to identify the cause of a problem in the
system and effective graphical representation in numerical format to the stakeholders.
Such graphical representation can be easily understandable by the project
management team and any third party team which is not actually involved in the
project.
The histogram is used to demonstrate that the quality is improving as the graph
shows the actual numerical data.

Uses:

 To easily interpret a large amount of data and identify patterns

 To make predictions of process performance 
 To identify the different causes of a quality problem

How to make a histogram:

1. Collect data for analysis.  Record occurrences of specific ranges

using a tally chart
2. Analyze the data at hand and split the data into intervals or bins
3. Count how many values fall into each bin
4. On the graph, indicate the frequency of occurrences for each bin with
the area (height) of the bar. 
 5.

Fig: Histogram Example

Pareto Chart: A Pareto chart is nothing but a histogram where a

number of recurrences of an event are arranged in descending order. For
example, a Pareto chart of the data contained.

Dr. Joseph M.Juran, the world famous quality management expert,

observed in mid 1920s, as a young engineer, that quality defects are
unequal in frequency, that is, when a long list of defects is arranged in order
of frequency, generally, relatively few of the defects account for the bulk of
defectiveness. Dr.Juran named this phenomenon the pareto principle. Thus,
Pareto chart helps identify those defects that cause most problems, and by
addressing those defects, most of the quality problems can be solved and
improvement be made. For example, of the 208 defects shown, 45 or
21.6% are fabric defects. So in this instance, it would be most effective to
address fabric quality first because any improvement in fabric quality will
significantly improve overall quality of the product. The next defect to
address should be open seams, and so forth.

Uses:

 To identify the relative importance of the causes of a problem

 To help teams identify the causes that will have the highest impact
when solved
 To easily calculate the impact of a defect on the production

How to create a Pareto chart: 

1. Select the problem for investigation. Also, select a method and time
for collecting information. If necessary create a check sheet for
recording information. 
2. Once you have collected the data, go through them and sort them out
to calculate the cumulative percentage. 
3. Draw the graph, bars, cumulative percentage line and add labels
(refer to the example below). 
4. Analyze the chart to identify the vital few problems from the trivial
many by using the 80/20 rule. Plan further actions to eliminate the
identified defects by finding their root causes
 Fig: Pareto Chart

Scatter Diagram: Scatter Diagram is a graphical representation which shows the

relation between two variables. It is a quality management tool, in which data is
represented as a point and each point plotted on the graph indicates the value on the
horizontal and vertical axis.

Out of these two variables, one variable is independent and the second variable is
dependent on the first variable. It is also known as a “Scatter Plot” or “Scatter Graph”.

Scatter Diagram helps to identify the cause and effect in the system and the variable
usually represents all possible cause and effect. Scatter Diagram is also used to identify
the correlation between these two variables.

If the variables are correlated, then the points will fall along a line or small curve.
Correlation may be positive which means, the points are plotted as a rising, it may be
negative i.e. the points are falling or there may be no correlation between those points or
variables
Uses

 To validate the relationship between causes and effects

 To understand the causes of poor performance 
 To understand the influence of the independent variable over the
dependent variable

How to make a scatter diasgram

1. Start with collecting data needed for validation. Understand the cause
and effect relationship between the two variables. 
2. Identify dependent and independent variables. The dependent
variable plotted along the vertical axis is called the measures
parameter. The independent variable plotted along the horizontal axis
is called the control parameter. 
3. Draw the graph based on the collected data. Add horizontal axis and
vertical axis name and draw the trend line. 
4. Based on the trend line, analyze the diagram to understand the
correlation which can be categorized as Strong, Moderate and No
Relation. 
 Fig: Scatter Diagram

Flowchart: We all are familiar with “Flowchart” since our school or college days. A
flowchart is a diagram which represents a workflow process, algorithm, or a step by step
process connected by arrows in different directions.

These flowcharts are used for the representation of organizational structures, Login
System, document work process flow, billing transaction flow etc.

Flowchart allows identifying the actual flow of events in a system. It is the step of the
process that will provide information or picture of what the process looks like and throw
some light on the quality issues. Flowchart helps in identifying where exactly the quality
issue is in the process.

Here, every step is an action and result of it produces an output which is again used as
an input to the next step.

Given below is an Example of sample login process into a system or application, where
only if both the username and password are correct, it goes to the next flow or else it will
display an error message and ask the user to enter valid credentials.

Fig: login process

The crucial factor in designing a flowchart is to assume steps instead of the actual
process step. In the flowchart, all the steps are co-relating with each other and the output
of the first step is used as an input to the next step. If the input is incorrect to the initial
step, then it is obvious that the final output will also be incorrect, irrelevant to the process.

Objectives of the study: A Quality Management System (QMS) is a systematic

process for achieving quality objectives for every organization. QMS has organizational
goals, processes, and policies which continuously focus on meeting customer
requirements and improving their satisfaction.
 Quality Management System has the following objectives:

 Improving internal processes

 Lower cost

 Reusability

 Optimum utilization of resources

 Helps in achieving organization goal.

 Data management

 Continuously improved customer satisfaction

Limitations of the study:

1. The TQM approach is not focused
The company fails to identify the key factors that represent quality strategic objectives
are not considered.
2. The efforts is stifled by bur accuracy and paper work
Quality becomes an added burden rather than an integrated aspect of operations.
The principles of TQM such as simplification and cycle time improvement are not
applied to the quality process itself.
3. Using TQM as a “Quick – fix”
The company is in trouble and TQM viewed as a way to quickly solve a variety if
problem. Managers look for short – term results and are frustrated when they aren’t
quickly achieved. The program is abandoned and the efforts wasted.
4. Data is hard to obtain and use
TQM is not based on facts because people within the company don’t have the right
data with which to make decisions. Too much data can often be as detrimental as too
little.
5. Intra company conflicts slow down TQM
Staff departments in particulars are reluctant to give up their “territories”. As a result
the cross-functional approach required by TQM becomes impossible.
 6. Poor planning derails TQM
Sometimes a company uses an “off the shelf” approach to TQM, often sold by a
consultant. Managers don’t realize the extent to which TQM must be customized for
each company.
7. Measuring the wrong thing
The company fails to focus on characteristics that actually drive quality. It ignores the
fact that these blemishes are irrelevant to customers, who are much more interested
in on-time delivery.
8. Management can be an obstacle to TQM success
Rather than leading the quality effort, managers simply talk about it. Not wanting to
make a commitment, pass responsibility to lower levels, or establish fact-oriented
measures, they impede the implementation of TQM. Their subordinates go frustrated
and abandon quality efforts.

Working Methodology:
We divide our working methodology for this study into three major steps-

1. Literature review has been conducted to identify the pillars required

To implement TQM in practice. Articles that are related with TQM
Are reviewed to find out TQM framework.

2. A thorough study has been done to analyze the present condition of

Product quality. (Defining the Defects Name, Data Collection to find
The Frequency of defects, Analysis with TQM tools). Primary data
Has been collected from various factories according to TQM
Framework. Collected data has been analyzed. Primary data has been
Collected through observation method as it was apparent that most of
People who work in this industry are not aware about TQM
Techniques rather they are implementing those as a practice.

3. And finally by implementing Total Quality Management Approach (TQM Approach) in

garments industry to analyze the improvement of product quality and productivity.
CONCLUSION: This study identified that is very essential to apply all seven QC tools for
troubleshooting issues within production processes in the organizations. Doubtlessly, all of the
aforementioned quality tools should be considered and used by management for identifying and
solving quality problems during producing the products and services. Thus, the production processes
can be affected and improved by multiple factors of these statistical QC tools. Also, Mirko et al.
(2009) designed and developed an effective layout for using these
QC in the organizations based on the performance of them, in order to apply appropriately these
quality tools for solving quality problems and quality improvement, as demonstrated in Figure 9.
Accordingly, the following Figure interprets how the 7 QC should be employed from firs step to end
of production processes for identifying the problems of quality performance and controlling them.

References:

https://textilelearner.blogspot.com/2016/04/7-tools-of-quality-used-in-
garment.html
https://creately.com/blog/diagrams/7-quality-tools/
https://www.softwaretestinghelp.com/quality-tools/
https://tallyfy.com/quality-tools/
https://pdfs.semanticscholar.org/cd88/0f88450124f74d77cf4ae15408b472d0a0f1.pdf
https://asq.org/quality-resources/seven-basic-quality-tools
https://www.velaction.com/7-basic-tools-quality-7-qc-tools/
https://blog.v-comply.com/7-quality-control-tools/
https://textilelearner.blogspot.com/2012/09/total-quality-management-tqm-in-textile.html
https://www.researchgate.net/publication/307856106_Effects_of_Implementing_TQM_Principles_in_the_App
arel_Manufacturing_Industry_Case_Study_on_a_Bangladeshi_Clothing_Factory
https://textilelearner.blogspot.com/2012/09/total-quality-management-tqm-in-textile.html