FEROZE TEXTILE INDUSTRIES (PV

T.) LIMITED

GROUP: A

Maryam Abdullah
Yasir Khan
Nimra Sajid
Areeba Farooq
Sadiq Rajani
 COMPANY‘S PROFILE
 Feroze Textile Private Limited is one of the leadin
g textile mills involved in the manufacturing and
export of specialized Textile Terry Products in Pak
istan

 As an ISO 9001-2000 certified company, it maint

ains a set of standards in every area of concern, r
anging from the highest quality products to maxi
mum employee satisfaction
 PRODUCTS
 Bath Towel

 Hand Towel

 Wash Cloth

 Bath Mat

 Bath Robes

 Other Terry Made-ups

Customer Profile
Total Quality Management at Fe
roze Textile Industries
 Sales Performance
 Feroze Textile has an annual turnover of Rs. 250 to 300 million approximat
ely

 Although Feroze Textile is performing much better than the rest of local tex
tiles in the current tenure but sales are going down due to Pakistan’s deteri
orating global competitiveness

 Feroze Textile can capture more value by forcing down prices, demanding b
etter quality or more service (thereby driving up costs), and generally playi
ng 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 sign
als to keen customers abroad that has directly affected Feroze Textil
e’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 buyin
g from Feroze Textiles lately and also urged that Pakistani Textiles ar
e unmatched internationally

 Feroze Textiles can grab various international opportunities of this na

ture as well
 Quality Policy
The quality policy is a requirement of ISO/QS 9000

It’s is a guide for everyone in the organization as to how th

e organization should provide products and service to the c
ustomers.

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 con

tract based employees for the betterment of employees and the s
ystem.
 Proposed Quality Statement
 The quality policy statement that we suggested after a deta
iled study of Quality Management practices is as follows:

“FTI strives is to build long term, mutually profitable relatio

nships with its customers, by providing products and servic
es which meet and whenever feasible, surpass their expect
ations.”
Control Charts – Customer S
ervice
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 S
ervice
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 = D4R
LCLx = X – A2R LCLR = D3R

Where:
X = 6.1
R = 1.2
A2 = 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) = 8.4
LCLX = 6.1 – (1.954 x 1.2) = 3.8
X-Chart
 R- Chart
UCLR = 2.574 x 1.2 = 3.1
LCLR = 0 x 1.2 = 0
 Customer Service
 Marketing and customer service department maintains efficient co
ordination with its customers

 Timely and accurate information is provided to ensure maximum s

atisfaction

 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 th

em
 Customer Service (Contd.)
 Measuring and constantly working to improve customer satisfaction

 Continuously improving our processes to increase efficiency and red

uce 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-d

riven management

 Sharing knowledge and training our resources to enable them to m

eet challenges
Application Of 5S in Feroze Tex
tile Industries
Typical Examples (out
Japanese English Meaning
of 50)

Throw away rubbish or

Seiri Structurise Organization
return to store

30-second retrieval of
Seiton Systemize Neatness
document

Individual cleaning
Seiso Sanitize Cleaning
responsibility

Transparency of
Seiketsu Standardize Standardization
storage

Shitsuke Self-discipline Discipline Do 5-S daily

PDCA CYCLE
 As far as the PDCA cycle for Feroze textile
s goes, their planning is already very well
established which keeps them at par with
the strict requirements by their demandin
g clients and the tedious export rules and
policies to which they have always succes
sfully adhered to.

 However, the only steps missing in feroze

textiles is the follow up procedure which i
s required to complete the PDCA cycle.

 Feroze textiles should have a well establis

hed quality control manager or team whic
h should check for any errors in productio
n, packaging, delivery, correspondence wi
th clients’ etc. The checking phase is miss
ing from Feroze textiles and by incorporat
ing this they will have successfully compl
eted 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 p
roducts

 Wasted plastic and packaging material lost during final stages of value chai
n
 Variation in Performance
According to the quality control division of Feroze Textile va
riation 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 th
e 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 variati
on

 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 d
aily inputs and outputs

 Quality of the output is tested at every stage in order to save the cost of quality and pr
otect against last minute defects in the final products

 Customer feedback is given great importance due to the fact that international custome
rs 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 comp
etitive 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 t

rack as far as their claim of product quality, product specifi
cations, customer response times and delivery process is co
ncerned

 We have tried to create a reference point benchmark for th

e textile sector of Pakistan by highlighting the implementati
on of total quality management practices and policies in the
Feroze Textile Industries
 Recommendations
 Feroze Textiles can still work upon recycling and waste man
agement to save costs and improve quality

 The concept of Continuous Process Improvement (CPI) mus

t 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 c
ontrol 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 co
ncepts of quality enhancement must be implemented to sta
y efficient and diligent in all processes throughout the value
chain

 Transparency in all procedures and processes must be incre

ased to have a clearer image in front of the customers

 Feroze Textiles must work upon its image as a socially resp

onsible organization by functioning in an environment frien
dly manner as it directly affects customer opinion and incre
ases delight
Q&A