Quality Management - DKTES 5 Feb 2011

Quality Management

B. Purushothama

What is Quality ?What is Quality ?• The degree to which a set of inherent

characteristics fulfils requirements --- ISO 9000:2000

• The totality of features and / or characteristics of a product and / or service that lead to Customer Satisfaction” – ISO 9000:2005

Apr 8, 2023 Quality Management 3

Quality

“All quality improvement occurs on a project-by-project basis and in no other way.” - Juran

Quality cannot be inspected into a product; it is either there or not. It must be bred into the making of the product by the operative; this is where quality starts – Phillip Crosby

What is Management?

• Getting Work Done? –– Only getting the work done is not management. You

should get the results.• Getting Results? –

– Only getting results is not management, it should be sustainable.

– The results should be an out come of the activity and not a chance.

• Getting sustainable results by proper planning, coordination, implementation, monitoring and controlling the activities can be called as real Management.


QUALITY MANAGEMENT

Quality Planning

Quality Control

Quality Assurance

QualityImprovement

Quality Planning

• “A set of activities whose purpose is to define quality system policies, objectives, and requirements, and to explain how these policies will be applied, how these objectives will be achieved, and how these requirements will be met. It is always future oriented”.

ISO 9000:2005


Quality Planning

• The product and service provision planning process in ISO 9001:2000defines the following controls, as appropriate to the product, which is called a quality plan.– the quality objectives and regulations – the necessary processes, documents and resources– the required checks and criteria for product

acceptance– the records needed

• The resulting plan may be a one-off, project-specific plan or more general documentation


Quality Control

• A system for ensuring the maintenance of proper standards in manufactured goods, especially by periodic random inspection of the product. - www. Answer.com

• A system for achieving or maintaining the desired level of quality in a manufactured product by inspecting samples and assessing what changes may be needed in the manufacturing process - msn. Encarta. Free dictionary


Quality Assurance

• A planned and systematic pattern of all actions necessary to provide adequate confidence that the product optimally fulfils customers' expectations, i.e. that it is problem-free and well able to perform the task it was designed for. – www.dictionary.die.net


Quality Improvement

• Systematic approach to reduction or elimination of waste, work-back flow, rework and losses in production process.- www.businessdictionary.com


Let us verify the Definition of Quality

• The totality of features and / or characteristics of a product and / or service that lead to Customer Satisfaction” – ISO 9000:2005

• Any of the features that make something what it is; characteristic element, attribute, the basic nature.

• The degree of excellence which a thing possesses. • “Fitness for Purpose” – Joseph Juran• "Conformance to requirements". – Philips Crosby• “The characteristics of a product or service that bear

on its ability to satisfy stated or implied needs” – American Society for Quality


Can we accept this definition?

• Smugglers and poachers are providing the goods and services to the satisfaction of their customers.

• Terrorists are fulfilling their mission to the fullest satisfaction of their customers.

• They are ready to take any hardship and even sacrifice their life to meet the requirements of their customers.


Take more examples

• Product quality is good and meeting the complete requirements of customers, but – the company is polluting the environment,– employees are harassed, – taxes are not paid to government, – roads are frequently blocked because of the parking

of heavy trucks, – strikes and agitations disturbing the normal life of

public and so on.

Can we call this as a Quality?


What is Real Quality?

• The definition of Quality has gone much beyond the product requirements to the customer requirements, and the International Quality Standards cover a bigger sphere. The quality does not restrict itself to fulfilling the customer requirements, but it should also consider the ethical and society needs and regulatory requirements.

• Understanding society needs and requirements and developing the systems and strategies to help

community is essentially a part of quality.


Quality Requirements

• Customer – Product features and tolerances.

• International Standards – Testing procedures, Measuring systems, Labeling and Marking.

• Regulatory requirements – Safety of product as well as users, general interests of the community and environment.

• Ethical requirements – Human values, Business ethics, Social Obligations.


Legal and Regulatory Requirements - 1

• No violation of the law of the land like minimum wages, working hours, overtime, minimum age for employment, providing crèche facilities where women employees are working, safety regulations, bonus, PF and other welfare measures.

• When the activities are outsourced, it is the responsibility of the organization to ensure that the people are paid the minimum wages as per the Act, and the number of hours worked does no exceed the limits for both regular

working and for overtime.


Legal and Regulatory Requirements – 2

• The employees need to be adequately insured for their safety and health.

• All safety aspects are to be maintained as per the law of the country and beyond considering the nature of threat the activity is having on the employees and the environment.

• Providing appropriate training to the employees is the responsibility of the organization, as they are committing the quality to the customers.


Regulatory requirements relating to product

safety and the safety of the consumer • Use of metal free buttons and other accessories

in garments.

• Avoiding carcinogenic azoic dyes, chlorine, formaldehyde and other banned chemicals.

• Preventing metal pieces like broken needle parts and staple pins in the garments.

• The washing instructions are to be given with the internationally accepted symbols.


General Regulatory requirements

• The quantity despatched should match exactly the invoice and the delivery challan.

• The contents mentioned on each package should match the actual contents.

• The product description mentioned should match the actual.

• The blend percent should be exactly as declared.

• The packages should have the details of period of manufacture and the country of manufacture.


Business Ethics

• The garment/Fabric/Yarn shown in the catalogue should match with the final material delivered.

• Performance according to the promises given to the buyer.

• The Product quality should match the samples shown while taking orders.

• Proper documentation and high quality label on the garments/ yarns.

• Timely delivery of material is as important as its quality and price.

• Making in-time payment to suppliers


Trade Regulations

• Apart from the International Standards, it is necessary to refer to the trade practices and the regulations prevailing in the country to which we export.

• It might include the ban on certain chemicals, packing materials, packing systems, permissible limits for the traces of heavy metals, pesticides, etc., depending on the product and the end use.


Societal Safety Factors

• Clothes worn do not create problem to the wearer because of its constituents and finishes.

• No loss is made to society or environment because of the processes.

• The industry should follow ethical standards and consider the community requirements.

• There should not be any disturbance to the community because of us, like the noise disturbing the sleep of people, frequent traffic jams because of the movement or parking of heavy and long trucks in narrow lanes adjacent to the factory, frequent strikes and lockouts because of unhealthy industrial relation approaches etc.


Quality from a larger prospective

• The Quality not only addresses the basic product requirements, but also other requirements of customers as well as of society.

• We need to work towards achieving both in order to survive in the competitive international market.

• We need to have appropriate procedures to address the requirements, implement the systems, verify the results and compare with the competitors and reengineer the systems to achieve improved results.


QUALITY STANDARDS

• Quality control and standards are one of the most important aspects of the content of any job.

• By a Quality Standard we mean the establishment of the threshold at which level of severity a defect becomes unacceptable, i.e. a fault.

• It is the equivalent of tolerances applicable to measurable factors.


Agreed Quality Standards

• Quality Standards must be recognized and agreed by all levels of Management. In the absence of such agreement the operative does not know what is expected of him or her, becomes frustrated, and leaves, with the ensuing needlessly high labour-turnover and training costs of new labour.


Customer Requirements

Specified Unspecified

Expectations are clear.Suppliers are clear.Customers are clear.Process is designed and monitored.

Customer has no time to sit and list out all requirements.Customer feels the requirement when a problem arises.Customer feels the requirement when some one else has got it.Customer knows the needs but does not effectively express.Customer expects the supplier to know.


SpecifiedNeeds

Unspecified Needs


How Quality is ensured?• By devising correct work methods, • Providing correct materials in time, • Engaging competent personnel and training them adequately,• Proactively inspecting the machines and maintaining them properly• Checking the material in process and the process itself • Reviewing the systems periodically for their continued suitability• By inspecting the material produced• Checking the documents produced• Getting the services of an external inspection agency• Rejecting the nonconforming materials• Visiting customer place to study the working of our materials and

taking corrective actions• Getting customer feedback and taking measures to correct the

situation


Preparing Quality Plans

• Study the machinery available and their capabilities

• Decide on the machines to be used for the specific order

• Workout the date of starting the production and completing

• Decide the people to work on line• Decide the points to be verified and the

quality to be checked.


Understand the Quality Objectives of Products

• Why the customer is ordering a specific product?

• How customer uses the material?

• What customer expects from the product?

• What are the concerns the customer is having?

• What problems were encountered by the customer earlier with similar products?


Understand the impact of various parameters on product quality

• Effect of fibre properties like length, maturity, micronaire, and strength on properties of yarn like uniformity, strength, elongation, appearance, optimum twist level, abrasion resistance, absorbency etc.

• Effect of yarn properties on fabric GSM, abrasion resistance, spirality, absorbency, shade uniformity, fabric cover, tear strength, strip strength, ballistic strength, etc.

• Effect of fabric construction on fabric properties like strength, permeability, absorbency, abrasion resistance, dimensional stability, GSM, flammability etc.

• Effect of garment design on the functional aspects


Design the products

• Understand the design inputs – viz. customer needs, company capabilities, availability of materials, cost aspects etc.

• Verify the design outputs – settings to be made, parts to be replaced or modified, estimated production levels, estimated cost of production, materials to be procured, people to be trained, etc


Tolerances

• All products are subject to variations in consistency, caused by variations in raw materials, processes, operatives, conditions, measuring and so on. The likelihood, therefore, of a product being exactly to specification are remote. However, the variations are just as likely to give results that are too high as they are to give results that are too low - the results will vary in a random manner. This law of randomness is fundamental to an understanding of the statistical approach to quality control.


+/- 3 Sigma Limits


Six Sigma Process Capability

SIGMA DPMO COPQ CAPABILITY

6 sigma 3.4 <10% of sales World Class

5 sigma 230 10 to 15% of sales

4 sigma 6200 15 to 20% of sales Industry average

3 sigma 67,000 20 to 30% of sales

2 sigma 310,000 30 to 40% of sales Noncompetitive

1 sigma 700,000


Six Sigma approach• Strategy includes:

– Measure– Analyze– Improve– Control

• Improvement projects must be integrated with the goals of the organization.

• Six Sigma uses a “divide and conquer” approach as opposed to Continuous Process Improvement. Implementation is top-down. CEO drives, and executive management provides the Champion for each project.

• Uses concept of “belts” for levels of competency in Six Sigma implementation:– MBB = Master Black Belt– BB = Black Belt– GB = Green Belt


A Road Map for Six Sigma

Appoint a ChampionSelect a Cross-functional teamDevelop quantifiable goalsDevelop an implementation plan

Establish a training programAddress data collection requirements and

issuesDevelop a change control and maintenance

programCoordinate your road map


Process Control Studies

• Process control studies are done to ensure that the process in place is as per requirement

• The parameters studied are speed, set parameters, breakages, condition of machines, working methods, working conditions and variations in input and output materials.


Cotton Properties studied

• Length – 2.5% SL, 50% SL, UR%, Effective length, Mean Length, SFC

• Micronnaire• Maturity coefficient• Bundle strength and elongation• Trash Content• Nep level – AFIS• Colour – Rd and +b Values• Fluorescence – Fibro Glow value


Specified needs of yarn

• The linear density [Count] to get the required fabric density and its consistency

• Uniform yarn content in each cone i.e. Weight per cone (average)

• Minimum strength and elongation to have good working with low variation.

• Twist per unit length with least variation • Low unevenness [U%] and imperfections• Lower yarn faults


Unspecified needs of yarn - 1 All the cones should run out at the same time on creel The cone should be easy to unwind There should be no winding defects or yarn defects The label should be clear The cone should be traceable to winder and winding

drum The dimension of cones should be uniform. The cones should not get deshaped in-spite of bad

handling at customer’s end There should be no stain or contamination There should be no variation in shade / whiteness with in

or between cones. Yarn should not break while working on warping or

Knitting


Unspecified needs of yarn - 2

If bleached, maximum whiteness should be achieved with lesser quantity of bleaching chemicals.

The feel should be appropriate to the purpose of fabric. Packing should be clean, simple but attractive. Packing should be intact but easy to open The packing materials should be disposable. Packages should be easy to handle. Yarn should reach the working place just in time Yarn content in carton / bag should be slightly more

than that specified on the package. Supplier should give free replacement incase of any

problem.


Normal Quality Parameters tested for yarn

• Mean Count and Count CV%• TPM and TPM CV%• Lea strength and CSP• Single thread strength and RKM• Elongation at break• U% and imperfection• Hairiness index• Classimat / Classifault


Normal quality parameters checked on a cone

• Cone dimensions• Cone hardness• The label• Cone tip markings• Tail end• Absence of ribbons• Absence of stitches• Friction value for waxed yarns


Normal quality parameters checked in dyed yarn

• Shade comparison with original• Lot to lot shade variation• Cone to cone shade variation – With in lot shade

variation• Within cone shade variation• Fastness properties – Washing, Water

Perspiration, Rubbing• Count and strength• Friction value


Normal quality parameters checked on a woven fabric

• Width and width variations • Construction and repeats• Weight per square metre• Selvedge quality and alignment• Permeability• Fabric defects – Four point method• Tear strength and Strip Strength• Abrasion resistance• Dimensional Stability• Drape• Hand – Kawabata technique• Pilling


Normal quality parameters checked in a knitted fabric

• Weight per square meter – GSM

• Loop length and Loop Shape Factor

• Course and Wales per inch

• Shrinkage

• Knitting Defects

• Width (Diameter) consistency

• Colour fastness


Normal Quality parameters checked in Canvas

• Ends per inch and Picks per inch

• Weight per square metre

• Fabric Thickness

• Strip Strength

• Tear strength

• Bursting strength

• Width variations


Normal Quality parameters checked in Towels

• Water absorbency

• Weight per square Metre

• Design and construction

• Width consistency

• Label

• Colour fastness


Normal checking of packages

• Gross weight

• Dimensions

• Markings – Regulatory needs – Customer needs– Traceability needs of the company

• Compactness

• Cleanliness


Decide the tests

• Understand the customer requirements• Understand the impact of product

parameters on the performance at customer’s end

• Make a Failure Mode effect Analysis {FMEA} and Hazard Analysis and Critical Control Points {HACCP} analysis before deciding the tests.

• Decide the tolerances


Use of Statistical techniques in QUALITY ASSURANCE.

• Assessment of present status of quality and monitoring steps for improvement.

• Root cause analysis for failures and complaints.

• Assessment of raw material quality to help procurement.

• Assessment of quality on line and assuring quality.

• Process evaluation.


Use of Statistical Techniques in RESEARCH AND DEVELOPMENT.

• Understanding the problems faced by the company.

• Surveying the literature and identifying the appropriate technology / system for solving the problem.

• Understanding the sample test results and predicting the bulk properties.


Use of Statistical Techniques in PRODUCTION.

• Machine and process efficiency and productivity.

• Analysis of failures and preventive actions.• Planning for improvement.• Planning and forecasting the requirements of

raw materials, colours, chemicals, equipment and men.


NORMAL STATISTICAL TECHNIQUES.

• Summarization of analysis and data.

• Normal distribution.• Process capability.• Pareto diagram.• Cause and effect

diagram.• Design of experiments

and analysis of variance.

• Method of sampling.• Sampling inspection.• Control charts.• Vendor rating and

development.• Precision of test methods.• Test of significance.• Regression analysis.


Summarization and analysis of data:Summarization and analysis of data:

This is applicable for all departments and activities.Each one has to have a target and work to achieve that.One has to continuously monitor his work and verify whether he is on the correct track.


Where to use a Normal Distribution?

Quality systems and quality planning.Contract review.Design control.Control of measuring and test equipments.Preventive and corrective actions.Arriving at acceptance limits.


Use ofPROCESS CABABILITY STUDIES.

Entry into marketsContract review.Designing process to meet Customer needs.Process control.Budgets and Cost estimationsExpansions and improvement plans


WHERE PARETO ANALYSIS IS USED?

• To decide priorities.• Corrective and preventive actions.• Purchasing.• Process control.• Product identification and traceability.• Inspection and testing.• Control of non-conforming products.• Internal quality audits.• Customer satisfaction analysis.


USE OF CAUSE AND EFFECT DIAGRAM.

• Root cause analysis.• Corrective and preventive action.• Purchasing.• Process control.• Inspection and testing.• Internal quality audits.• Customer and employee satisfaction analysis.• Quality improvement efforts.


SAMPLING• Sampling is used to monitor and is

applicable to all elements of activities in an organisation.

• Sampling inspection is done at Purchasing, Product identification and traceability, Control of customer supplied products, Inspection and testing, and training.


USE OF CONTROL CHARTS.

• Process monitoring and control.

• Control of non – conforming products.

• Purchasing.

• Cost control.

• Quality assurance.


Vendor Rating and Vendor Development

• Identification of reliable vendors who can give material of our requirement.

• This is used for purchasing and contract review.


LINKING EXERCISES

• We are doing number of activities.• Each activity has a link with some other

activity.• We might take a decision, modify a system

or procedure which might affect other activity.

• We need to understand the relations and links to ensure that systems do not affect elsewhere and are implemented fully.


MC REPAIR

POWERFAILURE

SHIFTING

fire

Back stuffshort

Imbalance of batch

Bins full

Powerfail

Poor light Men short

UnskilledAssociate

Poor working

Stylechange

Machinerepair

Spareshort

Productionplan

Strike Shifting Poor Layout

LowProduction


CustomerExpectations

Company Policies andObjectives

Departmental Policies and Objectives

Company Manual and

General Procedures

DepartmentalProcedures

Work InstructionsOrganization

structure

Job Descriptions

Statutory, Legal and regulatory

requirements

Records

Training


Find the Links

• In Documents you have given reference of other documents. [Linkage matrix]

• You are following some system which has a link to another system or document.

• You have used some word or term in different documents.

• You have identified some records.• You have identified certain objectives.• You have developed data collection check

sheets.


PROBLEM SOLVING STEPSSuggested by Dr. Juran

• IDENTIFIATION OF THE PROBLEM

• OBSERVATION

• ANALYSIS

• ACTION

• CHECK

• STANDARDISATION

• CONCLUSION


Root cause analysis

• What we normally see as a problem/reason is not the real problem/reason.

• We see only the symptoms.

• We need to identify the real problem/reason which is hidden.

• We need to identify the roots of the problem and eliminate it.


QUALITY CONTROL TOOLS


What is a defect?

• Something not as per our plan.• Something which is not liked.• Something which hinders the process.• The failure of a product to conform to

specification. • Any type of undesired result. • A failure to meet one of the acceptance criteria

of customers. • Failure to conform to requirements


Reasons for defects• Defects may be due to one or more of the

following causes:- – Faulty raw materials

• Materials of different specification.• Variations in material.

– Faulty machinery • Faulty settings• Poor maintenance

– Faulty operative performance• Inadequate training• Poor work practices• Poor house keeping• Failures in communication• Appropriate method not adopted.


Effect of variation

Reduce variations


Faulty Raw MaterialExample of a garment

• Material of different specification– Difference in GSM of fabrics – Difference in shade than specified– Difference in construction– Sewing thread of different material or colour– Button of different type or size– Zipper of different size– Appliqué with different design


Variation in materialExample of a garment

• Shade variation with in or between panels

• Uneven fabric density– Construction variations– Yarn count variations– Tension variations

• Size difference between buttons

• Width variations in trims

• Bead to bead size and shape difference


Defects in raw materialsExample of a garment

• Hole in the fabrics• Loose ends or floats• Contaminations• Damages• Starting marks• Stains• Slubs or thick places• Barre


Faulty Machinery

Faulty Settings Wrong needle Stitch per inch not proper Time inadequate in fusing

Poor Maintenance Worn-out parts Loose spring Improper presser pressure Blunt cutters


Faulty Operative Performance

• Not adequately trained• Not matured enough• No periodic review by supervisor• Physically not competent• Mentally not competent


Poor work practices

• Not having appropriate work method• Not referring to instructions• Not keeping the work area clean.• Not attentive while taking

instructions• Not taking corrective actions

immediately after noticing the deviations.

• Rough handling of material• Not properly covering the materials in

stock.


Poor house keeping

• Not removing the unwanted materials from the place of use.

• Not arranging the required materials in an order easy to retrieve.

• Not providing easy access for men and material to move.

• Not clearing wastes in time.• Allowing oil, water, dust, chindis etc., to lye

on floor.


Failure in Communication

• Work instructions not available at work spot• Missing papers in Standard Operating Instructions• Instructions not given in writing• The product objectives not defined and explained.• Not cross checking whether the communication was

effective.• Not verifying the documents received for their

correctness.• Not verifying the titles/labels and records before

taking material• Not asking question and verifying while receiving a

communication.


Appropriate work method

• Whether the work instructions are suitable to achieve targets?

• Whether the flow is explained clearly?

• Whether all control points and check points are documented adequately?

• How it helps in eliminating defects?

• Is implementation practical?

• Whether it is being followed by all?


Steps to follow

• Study the nature and the frequency of defects.

• Stratify the data and identify the area to be attacked.

• Collect data from the source contributing for maximum defects

• Identify the root cause• Take action• Train people


Stretch the targetsRevision of targets

0

20

40

60

80

100

120

1401

Qua

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2 Q

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3 Q

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4 Q

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4 Q

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3 Q

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4 Q

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Def

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/100

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Defects/1000 garmentsActual

Defects/1000 garmentsTarget

Lower is better


Revise procedures

• Devise systems to achieve stretch targets.

• Revise procedures.

• Modify the equipments.

• Provide training to the people to achieve stretched targets.

• Increase the frequency of review.

• Measure and Monitor


Supervision

The supervisor in operator-dominated stages of manufacture (e.g. reeling, spinning, winding, cutting, stitching, pressing, and inspection), must make systematic checks of the work. These should cover each operative in all operations that they carry out, and at varying times of the day and days of the week. The checks should be irregular.


Training for faults

• Faults must be explained in a fully comprehensive manner to trainees as well as regular employees from time to time by the supervisors and in-charges.

• Telling is not sufficient. They must be shown examples of faults and the way to correct or prevent them.

• Faults must be explained and demonstrated. This is where quality-control begins, and only in training it will have the long-term desired effect.

• Without proper training there can be no effective and fair redress of malfunctioning operatives.


Fault Analysis

• An analysis of faults is a description of all faults in a product, which the operative is, expected to recognise and take action upon, whether to report, correct or return.

• With the exception of glaring examples, faults do not normally come readily to mind. Therefore, it is important to make a habit of noting and, if possible, seeing examples of faults as they occur.

• It is desirable, in order to teach quality standards well, to build up progressively a library of these faults.


Recognition of faults

• Where it is difficult to decide what will just and what will just not pass it is best to keep several well-labelled examples for anyone to check with.

• Border line examples are vastly more important than obvious ones, which a trainee would readily recognise anyway.

• Collect faults that will marginally pass and those that will marginally fail.


FACERAP Card

• FAULT,

• APPEARANCE,

• CAUSE,

• EFFECT,

• RESPONSIBILITY,

• ACTION,

• PREVENTION.


FACERAP• FAULT - Correct name/agreed name. (Taught so that trainees can

report to the Instructor/Supervisor/Mechanic.) • APPEARANCE - Clear description or an example attached.

(Trainee cannot take remedial action unless he/she can recognize the appearance or feel of the fault).

• CAUSE - All the main causes, for example: - faulty cutting, incorrect machine setting, machine breakdown, mistake by operative or previous operatives.

• EFFECT - Result of the fault, cost of the fault, for example: - weak edges likely to break away, scrapped or seconds, loss of incentive pay.

• RESPONSIBILITY - Which defects are trainees' own fault and which are the responsibility of others. Do not encourage the passing of blame, similarly, do not blame unfairly.

• ACTION - What action is to be carried out on discovery of the fault? • PREVENTION - Any action which can or should be taken to avoid a

recurrence of the fault should be recorded, for example: - check tensions and stitches on every third garment. Ensure edges match before sewing, etc.


FMEARecommended specifically for Technical

Textiles and Functional TextilesFailure mode

Effects

S (severity rating)

Cause (s)

O (occurrence rating)

Current controls

D (detection rating)

CRIT (critical characteristic

RPN (risk priority number)

Recommended actions


The HACCP Seven Principles Compulsory for Textiles going for food packaging

and medical use

1: Conduct a hazard analysis 2: Identify critical control points 3: Establish critical limits for each critical control

point 4: Establish critical control point monitoring

requirements 5: Establish corrective actions 6: Establish record keeping procedures 7: Establish procedures for ensuring the HACCP

system is working as intended


Round Robin testsRecommended for Self assessment of Testing

Laboratories• A round robin test is a test (measurement,

analysis, or experiment) performed independently several times. This can involve multiple independent scientists performing the test with the use of the same method in different equipment, or a variety of methods and equipment. In reality it is often a combination of the two, for example if a sample is analysed, or one (or more) of its properties is measured by different laboratories using different methods, or even just by different units of equipment of identical construction


Calibration

• Calibration is the process of establishing the relationship between a measuring device and the units of measure. This is done by comparing a device or the output of an instrument to a standard having known measurement characteristics.


Uster Statistics

• The USTER STATISTICS are quality reference figures which permit a classification of fibers, yarns, rovings and slivers with regard to the world production.

• They are established by testing actual yarn and fiber samples that are procured on a global scale.

• They have been made for quality benchmarking on the corporate level and they regularly serve as a platform for yarn contracts and product specifications in the framework of commercial transactions


SITRA Norms• SITRA conducts productivity surveys once in two years

and its standard productivity norms for the spinning industry often serve as the referral point with regard to the labour and machine productivity for the spinning sector as a whole

• SITRA norms are frequently quoted as benchmarks by High Power Committees and other bodies set up by the Government of India to study the problems of the textile industry, financial institutions, and agencies like Bureau of Indian Standards which certify mills for quality system standards.

• The norms reflect the top 10% level of productivity and quality in the Indian Textile Industry.


BTRA Norms

• The Bombay Textile Research Association (BTRA) has brought out ‘Norms for Chemical Processing’ that provide useful guidelines to the textile wet processing industry. This covers all aspects of chemical processing of textiles. The norms are based on the data collected during shop-floor studies, pilot plant studies and mill samples analyzed in BTRA laboratories.


Conclusions

• Understand the customer need and decide on the parameters to be controlled and checked

• Decide the testing methods and the tolerances• Ensure your testing equipments are accurate

and reliable and the test methods are correct• Submit the test findings for taking suitable

actions for improvement• Always be on toe to implement the systems

inline with the changing scenario.


Five Golden Questions

• Are we having a procedure?• How do we ensure it as the best?• How did we implement it?• Did we achieve the results as

anticipated?• How do we compare with our

competitors?


Quality Management - DKTES 5 Feb 2011

Documents

quality objectives

definition of quality

real quality

examples product quality

product requirements

quality system policies

qualityall quality improvement

desired level of quality