Feroze Textile
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Transcript of Feroze Textile
FEROZE TEXTILE INDUSTRIES (PVT.)
LIMITED
GROUP: A
Maryam AbdullahYasir Khan
Nimra SajidAreeba FarooqSadiq Rajani
COMPANY‘S PROFILE Feroze Textile Private Limited is one of the leading
textile mills involved in the manufacturing and export of specialized Textile Terry Products in Pakistan
As an ISO 9001-2000 certified company, it maintains a set of standards in every area of concern, ranging from the highest quality products to maximum employee satisfaction
PRODUCTS
Bath Towel
Hand Towel
Wash Cloth
Bath Mat
Bath Robes
Other Terry Made-ups
Total Quality Management at Feroze Textile Industries
Sales Performance Feroze Textile has an annual turnover of Rs. 250 to 300 million
approximately
Although Feroze Textile is performing much better than the rest of local textiles in the current tenure but sales are going down due to Pakistan’s deteriorating global competitiveness
Feroze Textile can capture more value by forcing down prices, demanding better quality or more service (thereby driving up costs), and generally playing industry participants off against one another
Lack of government support and interest is destroying the textile sector of Pakistan
The major buyers of Feroze Textile products are US, Germany, France, UK, Netherlands, Indonesia, Thailand, Italy and many other European countries
The major markets that Pakistani manufacturers have so far not been able to explore are the Japanese, Far- East and Middle East markets.
The recent incidents of terrorism locally have also sent alarming signals to keen customers abroad that has directly affected Feroze Textile’s international business relationships
The first four months i.e. July to October is the prime time for export of finished products to western markets for Christmas
Leading buyers from Russia have showed their keen interest in buying from Feroze Textiles lately and also urged that Pakistani Textiles are unmatched internationally
Feroze Textiles can grab various international opportunities of this nature as well
Quality PolicyThe quality policy is a requirement of ISO/QS 9000
It’s is a guide for everyone in the organization as to how the organization should provide products and service to the customers.
At present, the quality policy of FTI is:We at Feroze Textiles Industries work as a team and strive to
achieve maximum customer satisfaction.
Our Quality Objectives: • To increase our exports up to double at the end of year 2010
• To control customer complaints up to 0 level
• To work on more standards like social, HACCP and GMP so that we can expand our business to high quality demanding environment
• To increase the number of permanent employees and decrease contract based employees for the betterment of employees and the system.
Proposed Quality Statement The quality policy statement that we suggested after a
detailed study of Quality Management practices is as follows:
“FTI strives is to build long term, mutually profitable relationships with its customers, by providing products and services which meet and whenever feasible, surpass their expectations.”
Control Charts – Customer Service
Subgroup Number Observations (In minutes) Mean (X) Range (R)
1 6.0 5.8 6.1 6.0 0.3
2 5.2 6.4 6.9 6.2 1.7
3 5.5 5.8 5.2 6.2 0.6
4 5.0 5.7 6.5 5.7 1.5
5 6.7 6.5 5.5 6.2 1.2
6 5.8 5.2 5.0 5.3 0.8
7 5.6 5.1 5.2 5.3 0.5
8 6.0 5.8 6.0 5.9 0.2
9 5.5 4.9 5.7 5.4 0.8
10 4.3 6.4 6.3 5.7 2.1
11 6.2 6.9 5.0 6.0 1.9
12 6.7 7.1 6.2 6.7 0.9
13 6.1 6.9 7.4 6.8 1.3
Control Charts – Customer Service
Subgroup Number Observations (In minutes) Mean (X) Range (R)
14 6.2 5.2 6.8 6.1 1.6
15 4.9 6.6 6.6 6.0 1.7
16 7.0 6.4 6.1 6.5 0.9
17 5.4 6.5 6.7 6.2 1.3
18 6.6 7.0 6.8 6.8 0.4
19 4.7 6.2 7.1 6.0 2.4
20 6.7 5.4 6.7 6.3 1.3
21 6.8 6.5 5.2 6.2 1.6
22 5.9 6.4 6.0 6.1 0.5
23 6.7 6.3 4.6 5.9 2.1
24 7.4 6.8 6.3 6.8 1.1
Calculations∑X = 146.3 ∑R = 28.7
Avg. (X) = 146.23/24 = 6.1 Avg. (R) = 28.7/24 = 1.2
Trial control limits for the charts are established through the following equation:UCLx = X + A2R UCLR = D4RLCLx = X – A2R LCLR = D3R
Where:X = 6.1R = 1.2A2 = 1.954 (for sample size 3)D3 = 0 (for sample size 3)D4 = 2.574 (for sample size 3)Calculating:
UCLX = 6.1 + (1.954 x 1.2) = 8.4LCLX = 6.1 – (1.954 x 1.2) = 3.8
X-Chart
R- ChartUCLR = 2.574 x 1.2 = 3.1
LCLR = 0 x 1.2 = 0
Customer Service Marketing and customer service department maintains efficient
coordination with its customers
Timely and accurate information is provided to ensure maximum satisfaction
Merchandisers assigned to each customer for proper tracking
Follow-up of the order status, from yarn procurement to shipment and after-sales service, is provided to all customers
Understanding the needs of our customers and working to fulfill them
Customer Service (Contd.) Measuring and constantly working to improve customer
satisfaction
Continuously improving our processes to increase efficiency and reduce variability
Nurturing a culture of engineering excellence and innovation
Defining, measuring and reviewing quantifiable quality objectives.
Enhancing the company's digital infrastructure to support metrics-driven management
Sharing knowledge and training our resources to enable them to meet challenges
Application Of 5S in Feroze Textile Industries
Japanese English Meaning Typical Examples (out of 50)
Seiri Structurise Organization Throw away rubbish or return to store
Seiton Systemize Neatness 30-second retrieval of document
Seiso Sanitize Cleaning Individual cleaning responsibility
Seiketsu Standardize Standardization Transparency of storage
Shitsuke Self-discipline Discipline Do 5-S daily
PDCA CYCLE As far as the PDCA cycle for Feroze
textiles goes, their planning is already very well established which keeps them at par with the strict requirements by their demanding clients and the tedious export rules and policies to which they have always successfully adhered to.
However, the only steps missing in feroze textiles is the follow up procedure which is required to complete the PDCA cycle.
Feroze textiles should have a well established quality control manager or team which should check for any errors in production, packaging, delivery, correspondence with clients’ etc. The checking phase is missing from Feroze textiles and by incorporating this they will have successfully completed the PDCA cycle.
Wastages Thousands of gallons of colored water wasted
Dyeing chemical wastages
Wasted cotton yarn from the spinning process
Useless cloth wasted during stitching and weaving
Wasted fiber used in the production of towels and robes
Lab testing chemicals wasted after one time usage on sample products
Clearing and cleaning solvents are heavily wasted before packaging of all products
Wasted plastic and packaging material lost during final stages of value chain
Variation in PerformanceAccording to the quality control division of Feroze Textile variation mainly exists in the following processes:
Spinning Weaving Stitching Dyeing Processing Packaging After sales customer services
The Quality Control Division of Feroze Textile takes the following measures to control the common causes of variation:
Inspection after each step of value chain
Lab testing of randomly picked samples after ginning, weaving, spinning etc.
Employee feedback is taken regularly to understand and eliminate the causes of variation
Employees are trained to observe and report variations in their related processes
All machinery is maintained and production counters help in keeping active records of daily inputs and outputs
Quality of the output is tested at every stage in order to save the cost of quality and protect against last minute defects in the final products
Customer feedback is given great importance due to the fact that international customers never compromise on quality and its standards
Variation and quality check reports are published weekly so that performance levels and effectiveness of the quality management system can be critically observed
CONCLUSION Enormous potential in Feroze Textiles to grow and be
competitive amongst rival textile units competing in our part of the world, i.e. Sri Lanka, India, Bangladesh etc.
We found out that as an organization Feroze Textiles is on track as far as their claim of product quality, product specifications, customer response times and delivery process is concerned
We have tried to create a reference point benchmark for the textile sector of Pakistan by highlighting the implementation of total quality management practices and policies in the Feroze Textile Industries
Recommendations Feroze Textiles can still work upon recycling and waste
management to save costs and improve quality
The concept of Continuous Process Improvement (CPI) must be implemented for future growth and improving results
Other SPC tools such as Pareto Charts, Check-sheets, and Defect Detection Diagrams should be used to monitor and control causes of variation in all vital processes
Employee training on the importance of Quality Control and Process Effectiveness must be conducted frequently
Recommendations Further implementation of Six-sigma and other Japanese
concepts of quality enhancement must be implemented to stay efficient and diligent in all processes throughout the value chain
Transparency in all procedures and processes must be increased to have a clearer image in front of the customers
Feroze Textiles must work upon its image as a socially responsible organization by functioning in an environment friendly manner as it directly affects customer opinion and increases delight
Q & A