managing quality in decentralised manufacturing
DESCRIPTION
quality managementTRANSCRIPT
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Quality in Small Scale Industry:Fashion Industry Perspective
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Importance of Quality
• All of us know it
• Needs no debate
• Most of us are here to share our experiences on Quality
• Many organizations represented here have an ongoing Quality program
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Journey Towards Total Quality and ISO 9000
• A well-defined milestone in the endless journey towards Total Quality
• Credibility Brought in by third party certification
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Quality in SSI:
• May be most used term But it is least understood
• Commonsense that is not common
• It is like ten blind men describing an elephant
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Presentation by Rajesh Bheda , GMT,NIFT at WCTQ 1999
Key Concerns of International Apparel Buyers
• Product Quality
• Dependable Delivery
• Competitive Price
“Better Quality at lower price”
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Increasing Quality Expectations Among Apparel Importers and Retailers
• Consumers’ Quality Expectations have gone up• Consumer is too busy to come back to complain• Not Interested in Taking Special Care of the
Product• Reduced Consumer Spending on Apparel• Stores Can’t Afford a Dissatisfied Customer• Working With Non-quality Vendors Costly
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Consumers’ perception of Quality
A recently conducted research concludes that Quality of
Apparel sold in the US market has declined
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Presentation by Rajesh Bheda , GMT,NIFT at WCTQ 1999
Apparel Industry:
•Order quantities are reducing continually •Highly labor intensive processes•Labor controlled, not machine controlled processes•Varied raw material•Seasonal products with low shelf life•Largely decentralized manufacturing•Reserved for SSI
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Q: Why do you face quality problems?
A: We have no problems but our
suppliers don’t understand quality
sub-contractors are not bothered about quality
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Key to Quality in Apparel Industry :Process Capability
• Without Process capability Quality can not be expected
• It is the responsibility of top management to ensure the process capability of different process groups
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Presentation by Rajesh Bheda , GMT,NIFT at WCTQ 1999
PLANT & MACHINERY
TRAINING
MOTIVATED PEOPLE
KNOW-HOW
SKILLS
QUALITYINPUT
=
RAW MATERIAL +SPECIFICATIONS
QUALITYOUTPUT
=
PROCESSEDCOMPONENT ORGARMENTS
PROCESS MODEL FOR SEWING
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Presentation by Rajesh Bheda , GMT,NIFT at WCTQ 1999
Team Working: An Asset for Process Capability
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The Process Model
• Organic / Flexible
• Non-hierarchical
• Self Learning & Self Correcting
• Knowledge Driven
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Presentation by Rajesh Bheda , GMT,NIFT at WCTQ 1999
INPUT
PROCESS CHAIN
OUTPUT
=
PROCESS ‘A’ PROCESS ‘B’
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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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•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
•Do not have a clear quality policy nor do they demonstrate commitment to quality
•Employees of these organizations are well aware of 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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Choice is yours!
Promote Process Capability in the Total
Supply Chain
Or
Wait for the Disaster