Quality in Decentralised Mfg.

7/29/2019 Quality in Decentralised Mfg.

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'Doorsamvad', presentation by

Professor Rajesh Bheda , GMTDeptt, NIFT 2/5/2000

Managing Quality in

Decentralised Manufacturing

Presentation Coverage:Indian apparel manufacturing: Few Facts

Can quality be assured in decentralised

manufacturing?Product Vs. Process approach to QA

Process Capability Model

Application of process model to apparelindustry


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Q: Why do you face quality

problems?

A: We have no problems

at our end but oursuppliers dont

understand quality /

sub-contractors are not

bothered about quality

and so on.


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We must answer following

questions before goingahead

Can we afford to sit back and give

excuses for our quality problems?Can quality apparel be produced by

fabricators?

Ultimately who is answerable to buyersabout the product quality?


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Professor Rajesh Bheda , GMT

Deptt, NIFT 2/5/2000

Apparel Industry: Few Facts

Order quantities are reducing continuallyLabor controlled, not machine controlled

processes

Varied raw material

Seasonal products with low shelf life

Largely decentralized manufacturing

Buyers are asking for in-house factories


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Role of Fabricators

Flexible manufacturing capacity

Good at manual value addition

Accept low volume complex styles

Backbone of Delhi fashion apparelexporting industry

Italian textile & apparel industry usesdecentralised manufacturing effectively


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Quality Assurance for

Standard Product

Dedicated facility for a product is must.Can plan detailed QA procedures and train

people in specialist jobs.Processes are well planned in advance

with control parameters in place

Random sampling inspection at the endcan be used to assess product quality

Planners are different from implementers


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Key to Quality in Fashion

Apparel Mfg. :Process

Capability

Without Process capability Quality can notbe expected

It is the responsibility of top managementto ensure the process capability ofdifferent process groups


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PLANT & MACHINERY

TRAINING

MOTIVATED PEOPLE

KNOW-HOW

SKILLS

QUALITY

INPUT

=

RAW MATERIAL

+SPECIFICATIONS

QUALITY

OUTPUT

=

PROCESSED

COMPONENT

OR

GARMENTS

PROCESS MODEL FOR SEWING


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INPUT

PROCESS CHAIN

OUTPUT

=

PROCESS A PROCESS B

Three Golden Rules

Output of previous process becomes input to next process.

No substandard input to be given to any process.

No process shall allow sub standard output to come out.


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Is average fabricator

process capable?

No, but they can be made process capable

We need to find out the deficiency

To get the solutions we need to think non-traditionally

Also check the quality of inputs to

fabricators


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Suggestions for improving

inputs

Start in-house cutting, dont issue fabric

Cut interlining with die or band knife

Carry out in-house fusing

Provide right needles, thread etc.

Graphic specifications in local language

Multiple templates for pocket, collar etc.Set up special operation cell

Enclosed transport for Cut parts


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Helping Achieve Process

Capability

Provide machine maintenance supportNeed based technical support & training

by master or outside expert

Improve illumination level ( use ofinverters, for lights and fans)

Encourage cleanliness to avoid stains

Provide attachments & lease specialmachines


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The Benefits

Promotes Knowledge Workers

Right first time

Reduced Inspection

Increased Flexibility

Minimum Repairs and Rejects

Increased Productivity


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Reasons for Failure

Do not have a clear quality policy nor do they

demonstrate commitment to quality

Employees of these organizations are well awareof the Chalta Hai approach of the management

To the extent possible they would like to blame

others for the quality problems of their merchandise


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Reasons for Failure

Belief that Quality starts with inspection and ends

with inspection

Mainly quantity driven targets for the departments

Departmental goals may not synergise with

organizational goal

Have no idea about the Cost of Quality in their

organization

Quality in Decentralised Mfg.

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