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 apparel industry
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

Q: Why do you face quality problems?

A: We have no problems at our end but our suppliers dont understand quality / sub-contractors are not bothered about quality and so on.
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

We must answer following questions before going ahead

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 buyers about the product quality?
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

Apparel Industry: Few Facts

Order quantities are reducing continually Labor controlled, not machine controlled processes Varied raw material Seasonal products with low shelf life Largely decentralized manufacturing Buyers are asking for in-house factories

'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

Role of Fabricators
Flexible manufacturing capacity Good at manual value addition Accept low volume complex styles Backbone of Delhi fashion apparel exporting industry Italian textile & apparel industry uses decentralised manufacturing effectively
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

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 end can be used to assess product quality Planners are different from implementers 'Doorsamvad', presentation by
Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

Key to Quality in Fashion Apparel Mfg. :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
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

PROCESS MODEL FOR SEWING

MOTIVATED PEOPLE

QUALITY INPUT

KNOW-HOW SKILLS TRAINING PLANT & MACHINERY

QUALITY OUTPUT

=
RAW MATERIAL

=
PROCESSED COMPONENT OR GARMENTS

+
SPECIFICATIONS

'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

PROCESS CHAIN

OUTPUT = INPUT

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.
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

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 nontraditionally Also check the quality of inputs to fabricators
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

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 'Doorsamvad', presentation by
Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

Helping Achieve Process Capability

Provide machine maintenance support Need based technical support & training by master or outside expert Improve illumination level ( use of inverters, for lights and fans) Encourage cleanliness to avoid stains Provide attachments & lease special machines
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

The Benefits
Promotes Knowledge Workers Right first time Reduced Inspection Increased Flexibility Minimum Repairs and Rejects Increased Productivity
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

Reasons for Failure

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
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000

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
'Doorsamvad', presentation by Professor Rajesh Bheda , GMT Deptt, NIFT 2/5/2000