MSc Project Management

Assessment on the Factors influencing the Quality of

Service in Textile sector of India

Jerin Karleth George

B00492257
 ABSTRACT

Every corporate department prioritises quality. Customers want good value. As clothing
producers, firms must aim for quality. Numerous control forms are used in quality control to
monitor garment manufacturing at different stages. This improves quality control. Both
developed and developing countries have modern cloth production facilities. Novel fibres,
procedures to improve textile properties, and testing methods for greater quality control have
advanced significantly. These advances follow breakthroughs in yarn and fabric manufacture.

Customers are increasingly concerned about the quality of the things they purchase. Each step of
the production process must be adequately monitored in order to guarantee the quality of the
final product. Therefore, this research that aims to identify and analyse the factors affecting the
service quality of the Indian textile industry. This has been developed from the gap identified in
the literature review.

The research is exploratory in nature. Using descriptive research techniques such as structured
questionnaires, a number of contributing elements at several textile enterprises in India were
explored. A methodology for offering superior service in the textile industry is offered based on
a factor analysis of the survey data. If used in the Textile Industries, the model will aid in the
improvement of service quality, resulting in increased customer satisfaction. The market leaders
can modify this model by considering their economic prosperity and for enhancing their
customer satisfaction. By using this model as a reference, the future researchers can work on it
by including newer variables and novel methodologies for improving the service quality in the
textile industry.

The literature study found twelve subfactors, and a factor analysis was undertaken. Managerial
Factors and Production Aspects are the two primary components that were separated and
designated based on the nature of the subfactors present in each component.

This study proposes an effective strategy for enhancing the service quality of the Indian Textile
Industry. A mathematical model which is Y= C1+…. +C0, (where C1 corresponds to the
Managerial Factors, and C0 corresponds to the factors that do not have a lot of variation), that
has been suggested to improve the quality of service in the Indian Textile sector in the
foreseeable future, producers might consider using this model with additional improvements.

2
 ACKNOWLEDGEMENTS

Many thanks to the prestigious companies Jayalakshmi Textiles, Seematti Textiles, and Kalyan
Silks for allowing me to gather data.
Without Dr. Zainab Al-Haboobi's outstanding instruction, advice, recommendations, and
unwavering support, this thesis would never have been completed.
In the course of my study, Dr. John Hughes provided me with useful advise and shared his
opinions with me regarding the ethical approval of the data collection. I would also want to
express my thanks and acknowledge my obligation to him.

I thank the Almighty God for all His favours, which made this thesis possible, and for providing
me the courage and will to complete the thesis while working full time. In addition, I would like
to thank my brother and other family members who assisted with the thesis's proofreading.

Last but not least, I appreciate the moral support and encouragement from all of my friends.

3
(This page intentionally left blank)

4
 Table of Contents
ABSTRACT....................................................................................................................................2
List of Figures.................................................................................................................................7
List of Tables...................................................................................................................................8
CHAPTER 1- INTRODUCTION.................................................................................................10
1.1. Background of the Study....................................................................................................11
1.2. Aims and Objectives...........................................................................................................12
1.3. Research Questions.............................................................................................................12
1.4. Dissertation’s Structure......................................................................................................12
CHAPTER 2- LITERATURE REVIEW......................................................................................14
2.1. Overview of Indian Textile Industry..................................................................................15
2.2. Manufacturer Level Factors................................................................................................17
2.2.1. Management Support and Commitment......................................................................20
2.2.2. Technology..................................................................................................................21
2.2.3. Communication............................................................................................................22
2.2.4. Training of Employees.................................................................................................23
2.2.5. Performance of Quality Assurance Team....................................................................24
2.2.6. Functions of Quality Assurance in the Clothing Industry...........................................24
2.3. Employee Level Factors.....................................................................................................25
2.3.1. Employee Satisfaction.................................................................................................25
2.3.2. Employee Attitude.......................................................................................................26
2.3.3. Material Handling........................................................................................................27
2.3.4. Fundamentals of Material Handling............................................................................27
2.3.5. Housekeeping...............................................................................................................28
2.3.6. Employee Awareness...................................................................................................30
2.4. Material Aspects.................................................................................................................30
2.4.1. Physical Characteristics...............................................................................................31
2.4.2. Performance Characteristics........................................................................................32
2.5. Gap Identified from the Literature Review........................................................................34
2.6. Chapter Summary...............................................................................................................34
CHAPTER 3- METHODOLOGY................................................................................................35
3.1. Introduction........................................................................................................................36
3.2. Gathering Primary Data......................................................................................................37
3.2.1. Criteria for Participation..............................................................................................37
5
 3.2.2. Layout of the Questionnaire.........................................................................................37
3.2.3. Ethical Approval..........................................................................................................38
3.3. Sample Selection, Size and Calculation.............................................................................38
3.3.1. Response Rate..............................................................................................................38
3.4. Gathering Secondary Data..................................................................................................39
3.4.1. Selection Standards......................................................................................................39
3.4.2. Criteria for Exclusion...................................................................................................40
3.5. Descriptive Analysis...........................................................................................................40
3.6. Factor Analysis...................................................................................................................41
3.6.1. Preparation of Model Using Factor Analysis...............................................................41
3.7. Exceptions to Methodology................................................................................................43
3.8. Chapter Summary...............................................................................................................43
CHAPTER 4- FINDINGS.............................................................................................................45
4.1. Identification of Factors Affecting the Quality of Service in Indian Textile Industry.......46
4.2. Chapter Summary...............................................................................................................48
CHAPTER 5- DISCUSSIONS......................................................................................................49
5.1. Introduction........................................................................................................................50
5.1. Assessment of Variables Impacting the Quality of Service in the Indian Textile Industry50
5.2. Model for Enhancing the Service Quality of Textile Industry in India..............................58
5.3. Novelty of the Research.....................................................................................................60
CHAPTER 6- CONCLUSIONS AND RECOMMENDATIONS................................................62
6.1. Introduction........................................................................................................................63
6.2. Limitations of the Study.....................................................................................................64
6.3. Future Recommendations...................................................................................................64
APPENDICES...............................................................................................................................66
Appendix 1: Assessment on the Factors influencing the Quality of Service in Textile sector of
India...........................................................................................................................................66
Appendix 2: Approval from Ethics Committee.........................................................................75
REFERENCES..............................................................................................................................76

6
 List of Figures
Figure 2.1 Overall Structure of Indian Textile Industry. (Pearl et al., 2018)................................16
Figure 2.2 Factors affecting Service Quality of Indian Textile Industry......................................17
Figure 2.3 Role of Housekeeping in Maintaining Quality............................................................29
Figure 2.4 Material Aspects- Physical Characteristics (Bashir et al., 2017)................................31
Figure 2.5 Material Aspects – Performance Characteristics. (Aryee et al., 2016)........................32
Figure 3.1 Overall Methodological Approach of the Research (Saunders et al., 2016)...............36
Figure 4.1 Overall Factors Identified from the Literature Review...............................................47
Figure 5.1 Scree Plot (SPSS Software).........................................................................................52
Figure 5.2 Factor Loadings in Component 1.................................................................................54
Figure 5.3 Factor Loadings- Component 2...................................................................................56
Figure 5.4 Components Gathered Using Factor Analysis.............................................................57
Figure 5.6 Model for Enhancing the Service Quality of Indian Textile.......................................59
Figure 5.7 Factors Affecting Service Quality of Indian Textile Industry.....................................60

7
 List of Tables
Table 2.1. Quality Control in Each Stage of Textile Production. (Ming-Kuen et al.,2016).........19
Table 2.2. Overview of Factors Identified from the Perspectives of Literatures..........................33
Table 3.1. Overall Structure of Survey.........................................................................................37
Table 3.2. Overview of Data Analysis..........................................................................................39
Table 3.3. The values of KMO and interpretations based on these values (Created by author
according to Klein (2013).............................................................................................................42
Table 4.1. Factors Identified from the Perspectives of Literature.................................................46
Table 4.2. Descriptive Statistics of the Survey Responses...........................................................48
Table 5.1. Results of KMO Test (SPSS Software).......................................................................50
Table 5.2. Total Variance of PCA (SPSS Software).....................................................................51
Table 5.3. Component Matrix- PCA (SPSS Software).................................................................52
Table 5.4. Rotated Component Matrix (SPSS Software)..............................................................53

8
 List of Abbreviations

TQM Total Quality Management

HR Human Resources
GDP Gross Domestic Product
ISO Indian Standard Organization
QMS Quality Management System
QA Quality Assurance
EN European Norms
MQS Minimum Quality Standards
PCA Principal Component Analysis
KMO Kaiser-Meyer-Olkin
SPSS Statistical Package for Social Sciences

9
CHAPTER 1- INTRODUCTION

10
1.1. Background of the Study

Quality is paramount in every part of company. Customers anticipate and demand value for their
money. (Nayak et al., 2016). As garment manufacturers, companies must always strive to
provide high-quality work. In the process of quality control, numerous control forms are used to
monitor the control at various stages of garment production. (Ivan et al., 2018) This contributes
to the continuity of quality control. Both industrialised nations and developing nations today
have access to advanced manufacturing facilities capable of producing fabric at a high level of
efficiency. There have been significant advancements in discovering novel fibres, techniques to
enhance textile qualities, and testing methods that allow for higher quality control. These
advancements come on the heels of mechanical improvements that have been made in the yarn’s
and fabric’s production (Nayak et al., 2017).
Numerous textile companies in the twenty-first century assess product quality at each significant
step of production. (Hallaert, 2022) Tests are conducted on yarns for consistent thickness and
other qualities; fabric pieces are inspected for flaws; and the resistance of finishes and colours to
different environmental conditions is assessed. Although it would be impractical to test every
strand of yarn or piece of fabric produced, statistical approaches enable quality to be maintained
within previously set limitations, and the development of automated testing instruments has
significantly decreased testing time and expense. Methods for evaluating such attributes as size,
strength, and porosity have been devised, and their applicability is widely acknowledged in the
industry. (Kumari, 2022). There are standards for colourfastness, but crucial features like water
repellence, crease resistance, and flame resistance are now more difficult to describe, and several
organisations have created their own testing protocols.
Some manufacturers affix trademarks and quality labels to items that have been tested, and
licensed trademarks are often connected with procedures for which the company has been given
a license. (Islam et al., 2022). Under the conditions of the license, the producer must guarantee
that his goods match the criteria established by the process's owners. The customers in the
current era are more selective regarding the quality of goods they get. So, each stage in the
production process must be monitored correctly to ensure the final product’s quality. So, in the
current context, this research which finds and assesses the factors that affecting the quality of
service in textile industry is relevant.

11
1.2. Aims and Objectives

This research was inspired by a gap in the existing literature for a better understanding of the
factors influencing service quality in India's textile sector. Therefore, it aims to identify and
evaluate the factors affecting the service quality in the Indian Textile Industry.
For achieving the aim, the following objectives must be accomplished.
● Analysing the literature on the factors influencing the quality of service in Textile sector
of India.
● To conduct an online poll that aims to determine the factors that has an effect on the level
of service provided in the textile industry in India.
● To identify the components that influence the level of service provided in the textile
industry of India from the result of survey on factors.
● Provide future suggestions based on the data presented above.

1.3. Research Questions

The research questions are as follows:

RQ1- What are the factors that has an effect on the quality of service in Textile sector in India?
RQ2- How to improve the factors for providing a better quality of service?

1.4. Dissertation’s Structure

The research is organised into five chapters as described below.

The first chapter is an Introduction
The second chapter devoted to a comprehensive literature review on the quality elements of
textile industry. The literature review contains the results of 31 publications.
The third chapter describes the methodology used, that include the research design, collection
of data and analysis methods.
In, fourth chapter the results of the data collecting were presented including the analysis and
the summary. The results of the survey are used for factor analysis.
The is fifth chapter is discussions, the analytical and critical thinking on main data and analysis
by referencing theoretical ideas established in the literature study. A paradigm is developed for
enhancing the service quality in the textile sector.

12
The sixth chapter is conclusion and recommendations and it presents the answers to the
research questions and the implications of the study are provided in the results. Finally, the
created questionnaire is shown in the Appendix.

13
CHAPTER 2- LITERATURE REVIEW

14
2.1. Overview of Indian Textile Industry

The Indian textile industry is one of the world's biggest for raw materials and textiles (Gary et
al., 2020). Textile manufacture and commerce are essential to our economy. Textile and clothing
exports generate around 27% of foreign currency. Textiles and apparel make about 14% of
industrial output and 3% of GDP. Textiles provide 8% of excise tax revenue. The textile industry
provides up to 21% of new jobs. Textile manufacturing employs 35 million people. 60 million
people are involved indirectly, such as in cotton cultivation, trading, and handling.
According to Dennis et al., (2017), the textile sector accounts for 20% of India's industrial
output, making it the country's largest and one of the world's largest business. One-third of the
country's exports are textiles and clothing. 1,227 textile mills have 29 million spindles. Power
looms and handlooms generate fabrics, but mills make yarn. India's textile industry employs
around 65% cotton as a raw material. Annual cotton textile production was 12.8 billion metric
tonnes (about 42 billion ft). Only cotton textiles (1.21 million tonnes) are produced more.
Textile is one of India's oldest businesses, contributing one-third of export income and
employing millions. Jute and cotton growers, craftsmen, and weavers from around the nation
make up this group. However, India's textile sector is dominated by tiny, non-integrated
spinning, weaving, fabric finishing, and garment enterprises that employ outdated technologies.
Larger enterprises operate in the "organised" sector, which has strict labour and tax rules. The
majority of enterprises are "unorganised," where standards are less strict and simpler to break.
(Dennis et al., 2017).
The Indian textile industry's unusual structure is the result of tax, labour, and other rules that
have typically favoured small, labour-intensive firms over larger, capital-intensive ones. (Susan
et al., 2017). The structure reflects India's historical focus on low-income local customers over
the global market. In the 1980s and 1990s, legislative improvements had improved technological
efficiency and global competitiveness, especially in spinning. More reforms might boost India's
weaving, fabric finishing, and garment industries' productivity and competitiveness. (Nayak et
al., 2017).
Textiles boost the economy. Indian textiles are a major source of production, foreign currency
gains, and employment. 20% of industrial production, 20% of export earnings, 18% of industrial
sector employment, 9% of excise revenues, and 4% of GDP. It's the second-largest employer in
the country, employing almost 35 million people. (Dennis et al., 2017). The textile sector
depends on the performance of silk, wool, cotton, handlooms and handicrafts, which hire
millions of craftsmen and farmers in rural and semi-urban areas (Pearl et al., 2018). The
following figure 2.1 shows the overall structure of Indian Textile Industry.

15
 Composite Mills

Organised

Spinning Mills

Knitting, Yam and

Textile Industry in
Fabric Processing
India
Units

Hoisery

Unorganised

Powerlooms

Handlooms

Figure 2.1 Overall Structure of Indian Textile Industry. (Pearl et al., 2018).

India has abundant raw resources and labour for the textile industry. It's the second-largest
cotton trader. It has about 9 million hectares of cotton field and is the third-largest cotton fibre
producer. (Hallaert, 2022). This make us consider the factors that affect the quality of service in
Indian Textile Industry. Figure 2.2 gives an outline of main factors that have an effect on the
service quality of Indian Textile Industry.

16
 Manufacturer
Level Factors

Factors Affecting
Quality of Service
in Textile Industry

Material Employee
Aspects Level Factors

Figure 2.2 Factors affecting Service Quality of Indian Textile Industry.

The factors affecting the service quality in Textile Industries are:

1. Manufacturer Level Factors
2. Employee Level Factors
3. Material Aspects

2.2. Manufacturer Level Factors

Garment makers buy materials, sew clothes, and sell to retailers. Wholesalers and retailers
provide high-quality apparel worldwide. No one buys low-quality, flawed apparel. Customers
and merchants avoid low-quality items. A comprehensive quality checking system prevents
buyers from buying shoddy goods. (Sammy et al., 2019).
Quality control is a production process component that evaluates all commodities in an industry.
It means ensuring a service or product's quality. (Ming-Kuen et al., 2016). Quality control
ensures and maintains a service or product’s quality by careful planning, using appropriate
equipment, regular inspection, and remedial measures. Maintaining a service or product’s’

17
quality to meet the requirements. Planning of the quality, data collection and analysis, and
execution are applicable to all stages of the product’s life cycle, including design, manufacture,
delivery, installation, operation, and maintenance. The main objectives of quality control from
the perspective of a manufacturer according to Ming-Kuen et al., (2016) are as follows:
1. To generate a product of an appropriate quality.
2. To meet the customer's requirements.
3. To lower manufacturing costs.
4. To decrease waste.
5. To achieve maximum profit at least expenditure.
For attaining the aforementioned objectives, the manufacturer has to look after each and every
stage of garment production. (Ming-Kuen et al., 2016). The several stages of garment production
where quality control and in-process inspection occur are listed below:
1. In Sample Construction part
2. In- Marking creation section
3. Examination of the fabric expanding portion
4. Inspection in the part for cutting fabric
5. Inspection of stitched fabric area
6. Inspection in the pressing and finishing department
The quality check processes in each of the aforementioned departments are mentioned in the
following table 2.1.

18
Table 2.1. Quality Control in Each Stage of Textile Production. (Ming-Kuen et al.,2016).
Quality Control Quality Control Quality Control Quality Control Quality Control Quality Control
in Sample in Marker in the fabric in the part for in stitched in the pressing
Section Making Section expanding cutting fabric fabric area and finishing
portion department
Observing buyer To verify a drill Fabric The pattern Verification of Appropriate
Specification mark spreading in dimensions and the material examination of
requirements accordance the object to be input the clothing,
with the right cut should be including
alignment of identical and measurement,
length and precise. spot, grime, and
breadth contaminants
markers
Examining the The width of the Maintain The cut edge Checking the Check for water
sample and its marker must be spreading needs must be smooth panel cut and spot shading
many concerns greater than and spotless. attachments variation
width of the
fabric
Measurement The length of Harmonizing Notch must be The apparatus is Fold and
Verification the marker must check and stripe carved in good shape. smooth pocket
surpass the precisely.
length of the
fabric
conjunction of
green line
Fabric colour, Check Lay has the Drill hole must Verification of In intact or
gsm, Fastness, dimensions and appropriate be created in the the thread count damaged button
and other size of the amount of correct location or chain
qualities must design fabric plies.
be examined.
Checking of Spi Matching of The proper Ply No yarn should Specialised Wrong fold
and other stripe and check direction fray at the labour such as
parameters clipped edge needlework and
panel printing
Considering For regulating Avoid Checking the Appropriate fit
garment fabric splicing deflection of the needle size in clothes after
manufacturing blade pressing,
strategy properly dried
in accordance
with
Intentional
crease or fold in
the lining
Taking table Tension control Maintain the Examination of Each
length into angle of the the stitching component of a
account cutting flaws body
Pattern direction Employing a Checking the Collar
awareness competent garments fastening
operator measurement Side seam
Checking the Sleeve placket
seam fault attaching

19
 Quality Control Quality Control Quality Control Quality Control Quality Control Quality Control
in Sample in Marker in the fabric in the part for in stitched in the pressing
Section Making Section expanding cutting fabric fabric area and finishing
portion department
Checking the Cuff connects
size mistake

Control of Bottom hem

crease or
wrinkle
appearance
Variation in hue Back yoke
within the fabric
Improper
positioning of
interlining

2.2.1. Management Support and Commitment

The management's commitment to quality is important because they supply the means for
implementing and maintaining the management system, that includes all the procedures related
to quality. In order to lead by example and offer people with excellent procedures, their
participation and engagement are required across the business. (Dalia et al., 2016).
Management's aims and objectives must be relevant to the company and drive the business, not
only meet a requirement. They must also integrate the management system with corporate
operations. Standard criteria allow management to demonstrate their commitment to quality,
rather than being a checkbox exercise. (Kumari, 2022).
Management is not gifted. It requires hard work, devotion, communication, and high-quality
employee labour. Senior management's dedication may be the key to any initiative's success. The
process of Total Quality Management (TQM) requires senior management support. First,
convince upper management of the financial benefits and other advantages and overcome any
impediments. Identifying potential for cost reduction, improvement of environment, and instant
savings via low-cost or no-cost ways is one way to achieve this. (Indumathy, 2018).
Management must be driven to improve all operational quality. Top management must set the
tone for the organisation and ensure acceptable decisions and behaviours. Only higher
management may undertake changes. While many TQM variables need management direction
and follow-up, process management demands top-level engagement. (Anthony, 2017).
Top management defines the firm's policies, regulations, and strategic objectives and guides
quality management. It should identify and hold accountable those responsible for management

20
system processes. The following section details the duties of senior management as outlined in
ISO 9001:2015 as described by Ivan et al., (2018):
1. Assume responsibility for the efficacy of the quality management system;
2. Ensure that the quality goals and policy for the quality management system are consistent
with the organisation's perspective and strategic direction;
3. Ensure the integration of the quality management system’s requirements into the firm’s
business operations;
4. Promote the adoption of the process approach and risk-based thinking;
5. Ensure necessary resources are available for the Quality Management System
6. Communicate the significance of effective quality management and adherence to the
standards of the quality management system;
7. Ensure that the quality management system achieves its desired outcomes.
8. Engage, assist and lead individuals so they can contribute to the quality management
system’s success;
9. Encourage improvement of the process; 
10. Assist other relevant roles of management in demonstrating leadership as it relates to their
areas of responsibility; 
11. Establish commitment and leadership with regard to customer focus;
12. Ensure that the authorities and responsibilities of relevant roles are communicated,
understood and assigned within the organisation.
13. Perform management evaluation of the company's quality management system; 
14. Create, execute, and sustain a quality policy; 
15. Ensure that appropriate roles' duties and authority are allocated, communicated, and
understood across the organisation.

2.2.2. Technology

Digital printing is a major textile industry advancement. Diverse printers help textile, printing,
fashion, and tech designers bring their ideas to reality. Digital dye-sublimation and direct-to-
garment make design and adjustments easy. (Nayak et al., 2018). Digital colour picking lets
designers focus on project details. Digital printers are low-cost, time-saving, and generate more
vibrant pictures. On fabric, colours are brighter, blacks are deeper, and smooth transitions and
shading stand out. (Kumari, 2022).
Soft signs, home furnishings and interior design, and clothes and fashion provide opportunities
for digital textile printing. Future mass production of digitally printed textiles will depend on

21
equipment manufacturers' ability to build digital textile printers at a similar pace to conventional
textile printing machines. (Hallaert, 2022).
Foreign contaminants damage yarn and fabric and reduce machine performance. This analyser
does not remove impurities, it just transforms raw cotton into a thin uniform web , which is
scanned by a CCD camera and processed by an image system to detect unwanted particles based
on size and number. (A CCD camera is a video camera that incorporates a Charged-Coupled
Device (CCD), which is (a light sensor) on an integrated circuit that is transistorised) (Islam et
al., 2022), In blow room and carding processes, this will increase the efficiency, cotton material
and quality (Ivan et al., 2018). Digital control system-based technology reduces bow and skew
distortion during the transition of fabric to stenter. It has sensitive solid-state detectors, complex
signal processing to automatically adjust to diverse fabrics, automated light intensity
management and information distortion, and ultra-fast line speed-related responsiveness to
control signals. It has slit scanners that can scan and correct 320-degree angles. It works
wonderfully from 10 to 250 m/min, independent of fabric composition or speed. Weft deflection
may be corrected to 32 degrees. Acrylic blankets, shirts, and chairs have been treated using this
method. Egypt received four units, while India bought nine. (Hui, 2016).
Durable nonwovens may be coloured, printed, and finished using typical textile technology.
Most nonwovens are made of two or three different materials, increasing the complexity of the
product. Nonwovens are polished, laminated, and coated to enhance the value, generating
bedding, window coverings, and furniture construction materials. End uses include medical
textiles, wipes, mattress pads, incontinence bedding, and window blinds with antiskid, antistatic,
antimicrobial, waterproof, flame-retardant, and/or breathability properties (Abdlhakeem et al.,
2017).

2.2.3. Communication

Effective communication is rational, compelling, and useful in the business, organisation, and
relaxation. Effective communication correlates with successful implementation. Communication
has always been important in management, but it's critical when adopting quality management.
Quality Management requires up-and-down communication, and external customers must know
supplier demands. Suppliers must disclose their skills. (Powell et al., 2016).
When a company's aims are met, it may succeed. To function properly, an organisation's
members must communicate well. Voice, visuals, signs, writing, and action are all forms of
communication. Human resources management emphasised communication. (Nayak et al.,

22
2017). If workers knew what was expected of them, understood the organisation's objectives,
and got periodic performance appraisal, they would be more productive. (Santos et al., 2017).
Information and understanding are exchanged via communication. Communication and
understanding are emphasised. Without mutual understanding, there's no conversation. All
information is encoded, and its meaning must be agreed upon. (Nayak et al., 2018). Quality must
be defined and measured. Downhill communication is unsuccessful since it emphasises our
message. Bidirectional communication is needed. Employees should set measurable goals.
(Santos et al., 2017).
Communication saves a firm from embarrassment by sending information or a reaction.
Communication is a key instrument for industrial relations collective bargaining and negotiation.
Communication helps resolve conflicts. Effective communication helps resolve disputes and
conflicts. Good communication is vital in transition and relocation. (Powell et al., 2016).

2.2.4. Training of Employees

Training is the process of providing theoretical and practical information to a person or group of
employees so they may learn a technique, a method, a technology, a system of knowledge, etc.
New methods, techniques, technologies, knowledge systems, or inventions may be taught
through training. (Oliveira, 2018).
With good training, people can accomplish their jobs quickly, professionally, and well. Theories,
concepts, knowledge, etc. are changing and growing, so machines and technology are too.
Without fresh ideas and technologies, a company's productivity, quality, and efficiency decline.
It loses competitive advantage since it cannot lower production costs or increase organisational
effectiveness. Its opponents gain ground. (Dadashian et al., 2017).
Training boosts productivity, quality, and performance. Fredrick Taylor, creator of time &
motion research, proposed training as a way to increase output in 1911. (Powell et al., 2016).
After World War II, TQM specialists recognised employee training as a key way to increase firm
performance and productivity. All of the primary management systems in business and industry,
such as ISO 9000.2000, TQM, etc., emphasise training to boost productivity and organisational
effectiveness. Every factory must adopt ongoing training to create the appropriate personnel and
achieve growth in all areas. (Oliveira, 2018). From a managerial perspective, staff training
serves the following functions according to Nayak et al., (2018):
1. Training gives skill and craftsmanship, hence increasing organisational production and
efficiency.

23
2. Training introduces new methods and ideas such as work-study, ISO 9000.2000, compliance,
ISO 14000, etc., into a company and fills the business with fresh life.
3. Training also includes the ability to operate and manipulate new machinery and
technologies, resulting in increased production, efficiency, and competitive advantage.
4. Employee training also results in higher quality, cheaper costs, and increased organisational
effectiveness.
5. Employee training contributes to the development of essential staff with the requisite skills
and efficiency.
6. The administration identifies skilled personnel ideal for personal growth and development.
7. As the corporation gives training, learners develop a feeling of organisation loyalty.
8. Constant training compensates for migration and is thus a technique for reducing staff
turnover.
9. A trained workforce is more likely to be motivated. Therefore, ongoing training sustains the
organisation's drive. Motivated labor is vital for high productivity and improved
organisational performance.

2.2.5. Performance of Quality Assurance Team

Quality Assurance (QA) is the systematic monitoring and evaluation of a project, service, or
facility to meet production criteria. QA can't guarantee quality products. QA includes two ideas:
"Fit for purpose" means that the product must be acceptable for its intended use, and "Right the
first time" means that all errors must be eradicated. (Shiward, 2022). QA regulates the quality of
components, raw materials, products and assemblies, production-related services, and
management, and inspection processes. (Nayak et al., 2016).

2.2.6. Functions of Quality Assurance in the Clothing Industry

Quality is the most important criterion for every product, and garment businesses are no
exception. In order to ensure quality, the quality assurance department has divided its
responsibilities into several phases of production, which may be categorised into four key
categories. (Nayak et al., 2016).
1. Pre-production audit: Sample stage auditing focuses on stages preceding production. All
sample clothes, including size set and pilot production samples, are audited. Size set samples
are required by the buyer for measuring the garment's dimensions, thus extra attention is
given on them, and the auditing for them concentrates on the garment's measurements, which
are confirmed in all of the garment's critical locations. (Nayak et al., 2016).

24
2. Cutting audit: During the cutting stage, which is the most crucial phase of garment
manufacture, auditing is further subdivided into many divisions, including:
⮚ Spreading
⮚ Cut relay
⮚ Knife-edge
⮚ Shade
⮚ Hard pattern
3. In the stitching process, two areas are inspected: the hem and the seam allowance. (Nayak
et al., 2016).
4. In line audit: Throughout manufacture, the clothing is examined here. At the end of each
phase, an auditor inspects the whole garment production process for a given garment. (Nayak
et al., 2016).
5. End line audit: Here, the clothes are inspected after the whole process has been completed,
and the standards are mostly dependent on the garment's crucial dimensions and label
placements. (Nayak et al., 2016).
6. Button/button hole: Due to the simple nature of the operation, most auditing is done by the
operator. The operator examines his own work as he completes his piece of garment
manufacturing and is taught button attachment/button hole criteria. After each stage's
auditing is complete, defects, findings, and other significant information will be recorded and
provided to the proper departments for rectification. (Nayak et al., 2016).
7. Quality audit completion: Daily quality assessments ensure consistency. It's okay to inspect
a few clothes. No audit or results may be bypassed. A finishing quality audit evaluates a
sample of Checkers-approved clothing. These represent the quality of the firsts sent to
customers. (Nayak et al., 2016).

2.3. Employee Level Factors

Employees build customer trust, confidence, and loyalty. Every team member may create a
memorable or disappointing client experience. Few would deny that frontline employees affect
customer experience, yet every employee adds to the company's customer devotion. (Nayak et
al., 2016).

2.3.1. Employee Satisfaction

An employee must be content with his employment since he is an important part of an

organisation's strategy execution. He must also be aware of how his activities affect the

25
company's clientele, which may contribute to its success. Effective TQM requires a devoted,
well-trained staff that participates in quality improvement initiatives. Reward and recognition
systems that emphasise excellence improve engagement. (Shiward, 2022). Continuous training
helps the quality initiative. Employees are asked to take more responsibility, communicate
better, and be innovative. Total Quality Management ties remuneration to customer satisfaction
metrics because people behave as they are judged and paid. (Abdlhakeem et al., 2017).  
In the high-client-interaction textile industry, service delivery plays a key role in assuring
customer happiness. Profitability is the goal of all companies, but how they achieve it varies by
industry. Most service organisations aim profitability via customer-pleasing service delivery,
while manufacturers may add value to their items. This depends on employee satisfaction. Client
pleasure depends on happy employees. (Hasanuzzaman, 2017).

2.3.2. Employee Attitude

An expert knows a good mindset is needed for project success. Good attitudes and optimistic
thoughts at work boost employee productivity. Positive employees may be promoted, if they set
a positive example for coworkers, they'll earn a pay raise. (Hui, 2016).
Positive thinking and attitude increase mental health and job resiliency. Positive colleagues
make it easier to engage and get along in the office. Attitude is self-expression. People might be
happy, passionate, and optimistic at work or sad, critical, and negative. Happy workers may
expect to be rewarded. An employee displays a pleasant and enthusiastic attitude while
communicating with subordinates about a new project. Character, integrity, dedication, ideas,
and attitudes matter. (Indumathy, 2018).
Opinions are assessed using several tests and scales. As measurement is part of perception,
quantifying attitudes may be difficult because people must build a scale. Attitudes are
hypothetical and can't be seen. Most explicit measurements rely on self-reports or observed
behaviours. (Kumari, 2022). Explicit metrics may be used by assigning characteristics to
nominate groups. Since implicit measures are automatic and not deliberately guided, they may
be more valid and trustworthy. Employees with good-attitude promote a healthy workplace and
strong interactions with subordinates, supervisors, and higher management. (Ivan et al., 2018).
Employees have opinions on their jobs, careers, and employers. Work pleasure is a key
employee trait. Job satisfaction is a pleasant or positive state of emotion produced by job
appraisal. (Hallaert, 2022). Human Recourses (HR) experts know that the work environment has
an influence on employee attitudes. HR may influence this by establishing organisational
objectives and best management practices. Organisational culture influences employee attitudes

26
in addition to other factors. Dissatisfied employees are more likely to quit or miss work than
happy ones. Focus groups, interviews, or employee surveys may gauge employee attitude.
(Anthony, 2017).

2.3.3. Material Handling

Material management improves material flow and output in the ready-to-wear clothing industry.
Material handling is examined while creating a new garment factory or upgrading the production
system and factory design to increase factory performance and material flow. (Nayak et al.,
2018). A material handling system for all manufacturing divisions reduces time spent travelling,
waiting, and delaying processes. (Elizabeta et al., 2018).
Material handling systems are used to transport fabrics, cuts, bundles, finished garments, and
other things, store them, and protect them from damage. The workspace is designed for better
material handling. (Dalia et al., 2016).
Material handling is vital in all industrial businesses since it allows delivery. Before becoming a
finished product, a material may be handled 50 times. Material handling accounts for 10% to
30% of overall production costs, depending on the product. (Islam et al, 2022). Material
handling savings may reduce production expenses. Material handling is the human or automated
movement of goods in a manufacturing. Material migration raises expenses but not value. The
ideal manufacturing plant would rely heavily on automated material handling. (Ming-Kuen et
al., 2016).

2.3.4. Fundamentals of Material Handling

The fundamentals of material handling (Elizabeta et al., 2016) are as follows.

1. Reduce the number of needless manual and mechanical movements in a manufacturing
process.
2. Adopt the quickest paths feasible for moving commodities.
3. Use automated carts and forklifts instead of physical labor wherever possible to expedite the
transportation of the item.
4. Adopt the containerisation or palletisation concept to carry large quantities of commodities
in a single unit (bobbins, cones).
5. To prevent any degradation in material quality, it is essential to avoid overloading the
material handling equipment.

27
6. Equipment for material handling should be chosen based on its suitability, standardisation,
efficiency, effectiveness, adaptability, safety, and size.
7. Utilize gravity wherever feasible to aid in material movement.
8. Design carts and containers such that delivered materials are not damaged during transit.
9. The equipment of material handling should be designed to optimise the process of material
handling.
10. The equipment movement of material handling should not impede the functioning of
adjacent machines.
11. The equipment maintenance of material handling is essential for avoiding handling
interruptions. determinants of material handling equipment selection.
12. Dimensions and characteristics of transported materials: Consider the length, breadth, and
diameter of the material being carried, as well as its weight, surface qualities, fragility, and
likelihood of being damaged during handling, among other material properties.
13. Design of the department: The selection of material handling equipment is heavily
influenced by the route of material transportation, the size of doors, the uniformity of floor
levels across departments, the height of the ceiling, the strength of floors and walls, and the
presence of columns and pillars.
14. Machine manufacturing: The production rates of the machines may vary per unit of time.
The equipment of material handling must be capable of managing maximum output.
15. Pattern type of the material flow: A horizontal flow pattern needs the use of overhead bridge
cranes trucks, and conveyors, while a vertical flow pattern may necessitate the use of
elevators, conveyors, pipelines, etc.
16. The equipment selection of material handling is contingent on the kind of manufacturing,
such as batch production or mass production. Conveyors are more suited for mass production
along set paths, while powered vehicles and trolleys are better suited for batch production.
17. Other variables: Cost of material handling equipment, handling expenses, the equipment's
lifespan, and the amount of care and maintenance necessary are all considered during the
determination of material handling costs.

2.3.5. Housekeeping

Sammy et al., (2019) stated that Safety in the workplace is intimately tied to workplace
sanitation and tidiness. The degree to which these tasks are properly handled is indicative of the
organisation's safety culture. Housekeeping and cleanliness make the company a safer place to
work, and also enhance the business's reputation. These actions also (i) promote productivity and

28
efficiency, (ii) aid in maintaining effective process control, and (iii) contribute to the
maintenance of product quality (Figure 2.3).
There are various signs of poor office cleaning. Some signs include
1. Untidy and poorly organised work areas,
2. Cluttered or dangerous materials’ storage (such as materials are stuffed into corners and the
shelves are overcrowded),
3. Floors and work surfaces are dusty and dirty,
4. Items on the shop floor are surplus or no longer needed,
5. Aisles and exits are blocked or cluttered,
6. Equipment and tools left in work areas instead of being returned to proper storage places.
(Sammy et al., 2019).
Housekeeping and cleanliness maintain buildings, equipment, work sites, and access routes. This
condition is needed for a safe and reliable plant operation and maintenance. Housekeeping and
cleanliness ensure emergency plant operations. Cleaning and housekeeping are linked, without
quality in the housekeeping, quality in the cleaning is unattainable. (Susan et al., 2017).
Cleanliness promotes productivity and a pleasant workplace. Productivity and a good work
environment are complementary. Eliminating workplace inefficiencies and accident risks is key
to performing work effectively and safely. These often-overlooked features of the workplace
contribute to a safe workplace and boost employee productivity. (Pearl et al., 2018).

29
 Makes Workplace
Safer

Enhances image of
Organisation
Housekeepin
g Improves
efficiency and
productivity

Assist in
maintaining
product quality
Figure 2.3 Role of Housekeeping in Maintaining Quality.

Good housekeeping and cleanliness must be practised throughout the whole workplace. These
activities need organisation, congestion avoidance, and correct workplace layout, lane marking,
storage, cleaning, and maintenance. (Kevin et al., 2018).
A clean, well-organised, and appealing workplace sets the tone for employee satisfaction with
their job. It promotes clean work practises among workers. It assists in reducing their weariness.
It encourages positive employee-management relationships. It boosts morale, which is evident in
the manufacturing quality and general productivity. (Dennis et al., 2017).
Since proper housekeeping and cleanliness also generate a favourable impression on
organisational guests, these actions enhance the organisation's reputation. Stakeholders of the
business and customers have greater faith in the organisation when they see that work is being
performed effectively in a clean, pleasant, and well-organised environment. (Gary et al., 2020).

2.3.6. Employee Awareness

Local business units are responsible for employee awareness. Although outside security issues
may be covered, training concentrates on internal security problems. Implementing a quality
assurance or quality management programme may fail if businesspeople don't grasp how it
works and which aspects of quality are crucial. One must communicate programme components

30
to staff. When employees understand their role in delivering high-quality items, they respond
positively and improve the quality system. Define and stress the elements of a high-quality
product, and explore how to determine whether it meets business requirements. Specify quality
criteria and product qualities. Employees must know the quality handbook's methods. (Arnold et
al., 2019).
Communicating and publicising quality rules focuses personnel on meeting standards.
Management improves a company's quality awareness. The workforce may not understand
quality standards or how quality affects financial success. Train personnel and create
compliance-motivating rules to improve quality. (Huang et al., 2016).
Leadership teaches employees the organisation's vision and values. Employees need mutual and
leadership-level trust to accomplish goals and stay engaged. Need transparency. Remember that
the staff is constantly watching yearly (or quarterly) objectives and progress. Employees should
explain the company's conduct. If employees are emotionally connected to the objective, believe
in their job, and are loyal to the company, engagement will follow. (Bowen, 2016).

2.4. Material Aspects

Textiles must be able to assume a three-dimensional shape from their two-dimensional form to
be used as clothing. This provides textiles a sophisticated aspect that distinguishes them from
other sheets. Textiles have special qualities that allow them to adapt to a wearer's psychological
and physiological demands while maintaining a three-dimensional shape. (Hallaert, 2022).
Material testing is important due to the unique behaviour of textiles and increased quality
standards in garment production planning. Understanding the criteria of quality for textile
materials and their behaviour during manufacturing is a prerequisite for clothing planning,
product development, quality control, process and product optimisation, numerical modelling,
and computer-aided design, construction, and simulation of clothing and other technical
products. (Bhandari, 2016).

2.4.1. Physical Characteristics

The physical qualities of a material describe its physical condition, including its construction, the
finishing of the treatment, the mass, and the finished width, as well as additional properties
visible by an experienced individual with or without the use of tools. Irregularities in the
material’s physical properties, excluding any stated acceptable limits, are regarded as "defects" if
they are: (a) visible in the fabric as provided, and (b) deleterious to the finished garment. (Bashir

31
et al., 2017). The physical characteristics of textile materials are described in the following
figure 2.4.

Under the standards EN 12127: 1977 and ISO 3801: 1977, the mass per unit area is
Mass Per Unit Area defined as the mass in grammes per square metre of the sample, which has been
conditioned in the standard environment for testing.

Number of Threads Under standards EN 1049– 2: 1993 and ISO 7211–2: 1984, the number of threads
per unit length is defined as the number of threads per centimetre of the
per Unit Length specimen that has been conditioned in the standard environment for testing.

ISO 3932: 1976 defines the overall width as the distance, at right
Width angles to the length of the fabric, between the piece's outermost
warp threads.

Length of the Piece ISO standard 3933: 1976 defines the length of a piece as the distance between
the outermost full weft threads of a piece, excluding any weft threads of different
and Length of an materials at the piece's end(s).
The length of an order is deemed defective when the length supplied (of a certain
Order kind and colour) is either greater or shorter than the length intended.

The composition of a material is deemed defective if the nature of the fabric's

Composition fibres and/or their proportions, in the case of a combination, deviate from those
specified in the contract.

Deficiencies in the design of a fabric are defined by a difference in design

Design compared to the sample, either owing to shade differences in ground or effect
yarns or because the design dimensions vary from those specified in the contract.

Figure 2.4 Material Aspects- Physical Characteristics (Bashir et al., 2017).

It is especially vital to differentiate items based on quality. To enhance the quality of the product
and assure compliance with regional, international, or retailer-specific requirements, testing may
be undertaken. (Azillah et al., 2016).

2.4.2. Performance Characteristics

Performance attributes comprise all functional features of textiles that must be specified and
tested using proper equipment. Colour fastness to light, dimensional stability, washing and dry-
cleaning, elongation and breaking strength, water proofing and water-repellence, abrasion
resistance, air-permeability pilling resistance, and seam slippage are important. Each
performance aspect of a fabric must surpass the minimum quality standards MQS, which are
based on end-use categories. Unless otherwise noted, all garments in this chapter have high yet
acceptable quality standards. If suppliers can't guarantee these basic values for technical reasons,

32
they must contact the customer, provide alternative values, and get permission. (Aryee et al.,
2016). The following figure 2.5 outlines the characteristics’ performance of a textile material.

Colour
Fastness
Breaking
Water
Strength and
Proofing
Elongation

Air Seam
Permeability Slippage
Performance
Characteristics

Water Resistance
Repellancy to Abrasion

Dimensional Resistance
Stability to Piling

Figure 2.5 Material Aspects – Performance Characteristics. (Aryee et al., 2016).

The quality level of the raw materials to be utilised in garment production is one of the most
important determinants of garment quality. The following table 2 shows the summarization of
overall factors that had been identified from the literature review.
Table 2.2. Overview of Factors Identified from the Perspectives of Literatures

33
Even with a faulty fabric lot, it is possible to create great clothing. The quality of raw materials
must be up to par (Fabric, Trims and accessories). If necessary, each incoming raw material must
be inspected by competent inspectors. (Maklan et al., 2017).
Yong (2013) obtained particular components with the assistance of factor analysis by taking into
consideration the eigen values. These components were acquired as a result of Yong's study,
which found certain elements from the literature review. He suggested a mathematical model by
means of the equation that is shown further down with the assistance of those components.
X I =ai 1 F 1+ ai 2 F 2+ …+a ℑ F m +e i (2.1)

where:
ais the factor loadings (or scores).
X is the proposed model.
F is the Components gathered.
The aforementioned equation helped Yong (2013) for proposing a model for enhancing the raw
material purchase quality in the textile industry.

2.5. Gap Identified from the Literature Review

34
The literatures do not adequately cover the three distinct factors that are shown to affect the
quality of service within the textile industry: factors at the manufacturer level, factors at the
employee level, and material aspects.

2.6. Chapter Summary

The fact that this research work is the only one of its kind is what makes it so special.
This chapter covered the review of relevant literatures. The following conclusions can be drawn
from the literature review.
1. The overview of Indian Textile Industry is discussed.
2. There are 3 main factors that affects the quality of service in the Indian Textile Industry from
the thorough literature review. The main factors are as follows:
● The manufacturer level factors that affecting the quality of service in textile industry
has been discussed in detail.
● The role of employee level factors in the quality of service in Indian Textile industry
is studied.
● The importance of the material aspects in textile quality is explained in detail.
3. Twelve subfactors were also identified under these main factors, they are:
● Management Support and Commitment
● Technology
● Communication
● Training of employees
● Performance of Quality Assurance Team
● Employee Satisfaction
● Employee Attitude
● Material Handling
● Housekeeping
● Employee Awareness
● Physical Characteristics
● Performance Characteristics

35
 CHAPTER 3- METHODOLOGY

3.1. Introduction

36
Methodology is the methodical process of addressing a research problem by gathering data,
interpreting the findings, and drawing conclusions. An investigation's technique is its strategy.
"Methodology" and "methods" are commonly confused in research since they're employed
interchangeably. Methods and methodology are comparable but separate research topics. Method
is the process used to collect data, whereas methodology is the study's philosophy and analysis.
Research methodologies include action experimental research, research, surveys, interviews,
case study research, or a comprehensive literature analysis, as seen in Figure 6. The approach is
dictated by the data requirements of the study and the objective of the investigation. Saunders et
al. (2016) divided the research onion into three levels of selection:
1. Research philosophy and Research approach which represented in the first two outer rings.
2. Research design, including (a) research strategy, (b)methodological choices, and (c) time
horizon.
3. Tactics, represented in the inner core of the research onion, consisting of collecting data and
analysis features.

Figure 3.1 Overall Methodological Approach of the Research (Saunders et al., 2016).

This study employs Positivism as its research philosophy, Induction as its research procedure,
and Cross-Sectional as its time frame.
37
3.2. Gathering Primary Data

The survey focuses on the competence of companies operating in the apparel and textiles
industry, notably in Kerala. Three separate Indian organisations were selected to participate in
the study. The chosen firms were Kalyan Silks, Jayalakshmi Silks, and Seematti Textiles. In
accordance with the results of the survey, 112 replies are acquired, a representative sample is
drawn in accordance with the survey's selection criteria.

3.2.1. Criteria for Participation

To be eligible to participate in the survey, a participant must meet the following minimal
requirements:
1. Those interested in participating must have past job experience in the textile manufacturing
business.
2. Participants must be either quality engineers or fashion designers.
3. Individuals must be at least 18 years old to participate in the survey.

3.2.2. Layout of the Questionnaire

With the support of experts from organisations that are legally involved in textile production in
India, a self-structured questionnaire was devised that was, in the vast majority of instances,
solely composed by the respondents. This purpose guided the construction of the questions: to
identify the factors that unquestionably affect the quality of service in India's textile sector.
Table 3.1 demonstrates the general layout of the survey questionnaire.

Table 3.1. Overall Structure of Survey

There are 24 questions in the survey, which are divided into 3 main categories. English is the
language of the survey. The survey had been conducted online using a tool called Google Forms.

38
People that participated in the survey were contacted via their Facebook and Email accounts,
which made it possible for them to do so. Quality engineers and fashion designers from India
were the participants in this survey. The main factors that were taken into account for the
survey's inclusion are listed below:
 Manufacturer level factors.
 Employee level factors.
 Material Aspects.

3.2.3. Ethical Approval

The author drafted an application form for ethics and submitted it to the ethics approval
committee. The ethical clearance took more than one week to complete. After receiving the
ethical permission, the author began collecting primary data. By providing consent, participants
have the option to select whether or not to participate in the survey. They may offer their assent
on the consent form if they are willing to participate. They may discontinue the survey if they
are unprepared. In order to avoid any ethical or security issues, the following survey questions
will not require any personal information or information regarding the respondent's work or the
organisation's technology. Instead, the goal of this poll is to get the thoughts and opinions of
industry members as a whole. In addition, participants were guaranteed total anonymity, and the
transcript of the poll included no identifying information about them. Only the survey's creator
had access to the Google Forms, assuring the utmost degree of anonymity. Personal information,
such as the name, was omitted from the analysis and was thus kept secret.

3.3. Sample Selection, Size and Calculation

Sample selection selects a representative sample from the investigated population.  The survey
questionnaire is created using Google Forms and delivered over Facebook and email.

3.3.1. Response Rate

The rate of participation is calculated by dividing the total number of survey questions received
by the total number of full responses. Table 4 presents the outcomes of the data analysis. 120
invites has been sent out to participate but were accepted by 112 individuals.
Table 3.2 summarises the empirical assessment of this work. It is vital to have a significant (or
suitable) research return rate to guarantee that the results are representative of the target
population and that the questionnaire is functioning properly. The sample is selected by a non-
probabilistic approach of convenience sampling. Participants with no prior experience in the

39
textile sector were omitted from the population total or response. The responders should be
textile industry quality engineers or fashion designers.

Table 3.2. Overview of Data Analysis.

According to the author, the survey is ineffective without previous understanding of the textile
business. During the survey's duration, 130 persons accepted the survey link. But only 112 were
ready for participating in the survey. So, after analysing all comments using the selection
criteria, a sample of 112 responses is selected for study.

3.4. Gathering Secondary Data

The majority of the papers in this study are on subjects like textile quality, quality customer
service, factors impacting quality service, etc. The theoretical framework's categories aid in
focusing the researcher's attention on the subject of the investigation. The improvement of the
textile industry's future is another motivation for identifying the factors that affect service
quality. While searching specifically for allintitle: "quality textile industry," 2 articles were
found, and 9 publications were found when searching for allintitle: "textile industry quality."
There is a total of 9 matches for the query allintitle: "factors textile industry ". Quality of the
textile industry yields 1 result; allintitle: " textile manufacturing” yields 667 results. 

3.4.1. Selection Standards

Based on their ability to address the research question, papers are selected from the search
results. For this inquiry, only articles that met the selection criteria were looked at. The
following are a few of the screening standards:
● The goal of this study is to investigate all the factors that influence how well services are
provided in India's textile sector.

40
● The influence of various factors on the textile industry's service quality should be the report's
primary emphasis.
● Is the impact of various elements on service quality subject to a thorough analysis?
The pertinent papers were only discovered following a comprehensive and lengthy search using
qualifying criteria. 682 papers have reportedly been located, it has been stated that after the
screening based on the selection criteria, 34 articles were chosen for the study. Papers that didn't
fit this condition stood out in the search results. Additionally, there were no book reviews,
encyclopedia entries, conference papers, or book chapters included in the study.

3.4.2. Criteria for Exclusion

 Didn't meet the requirements.

 Chapters from textbooks, book reviews, encyclopaedia articles, and workshop abstracts.
 Content written in languages other than English is not included.
 Articles published before to 2016 were not included.

3.5. Descriptive Analysis

Descriptive analysis helps explain, display, or summarize data by discovering patterns. Creating
a data set is key to statistical data analysis. This method reveals mistakes and outliers and shows
data distribution. Variable correlations may be studied for a future statistical study.
Data aggregation collects and categorizes public data. Cross-tabulations are used to test many
hypotheses using the same data. This highlights subgroup differences. Describe segregation,
intolerance, and inequity. Audits and deconstruction may find bias. Segregation based on result
type or discrepancy is not harmful, but it often reflects unfair societal processes. Understanding
these processes requires precise location and time measurements. (Yellapu, 2018).
Descriptive analysis delivers a deeper picture of an event than quantitative approaches.
Descriptive research may employ a variety of factors. This method is recommended because it
has real-world connections. This fact-based work is important. It's a terrific way to generate new
ideas for trials and findings. 
Using quantitative and qualitative data, the researcher may determine a group's characteristics.
Case studies and correlation analyses clarify and understand a phenomenon. Case studies assist
researchers comprehend the target population's behavior and trend. Surveys are one of the main
descriptive analytic tools, unlike experiments. Surveys enable academics to analyse bigger

41
groups than descriptive methods. If surveys are accurate and full, the unit will be completely and
structurally examined. (Yellapu, 2018).

3.6. Factor Analysis

Principal component analysis is a multivariate approach used to reduce data. The basic
assumption is to represent a set of variables with a smaller set. These are variables or factors.
These are essential structures that can't be judged by size alone.
Factor analysis may be applied with ordinal data. Factor analysis is for interval data, however
ordinal data may be used instead (e.g. scores assigned to Likert scales). Unless specified, factor
analysis variables should be linear. Examine scatterplots of pairings of variables to confirm. For
a factor analysis to be significant, the variables must be at least slightly connected; otherwise,
the exercise would be worthless. (Yong, 2013).

3.6.1. Preparation of Model Using Factor Analysis

The factor analysis method can be used for proposing a model for enhancing the quality of
service in Indian textile industry.
It is feasible to algebraically express the factor analysis model as follows (Yong, 2013).: If there
are p variables, (X1, X2,.., Xp) that have been measured on an n-subject sample, then variable I
may be expressed as the linear combination of m factors (F1, F2,.., Fm), where m < p. Thus,
X I =ai 1 F 1+ ai 2 F 2+ …+a ℑ F m +e i (3.1)

where:
ais the factor loadings (or scores).
X is the proposed model.
F is the Components gathered.
The values of ais will vary as per the values of factor analysis.
The percentage of variance that is gained via factor analysis is first changed into a ratio, and
then, with the help of this ratio, the equation that is being used to propose the model is modified.
Rotations may improve data interpretability. The rotation should make it easier to understand the
numerous elements. Allows you to specify your preferred factor rotation method. Using
orthogonal rotation, the Varimax Method (Patel, 2016) reduces the number of variables with
high component loadings. This methodology simplifies its components, making them easier to
understand. Near-zero loads have little influence on the variable (zero). A few things may impact

42
several variables. Unrotated factor loadings are not uniformly distributed, making it hard to
understand. By constructing the factor loading coefficients, which are utilized to link variables to
construct factors, a linear connection is established.
Evaluation of validity and reliability (Patel, 2016): To establish criterion validity, compute the
link between measurement results and guideline assessment outputs. A good correlation between
the two means their test assesses the claimed information.
Confirmatory factor techniques may decrease dimensionality after measuring model
connections. Character theory, genetics, business, systems integration, economics, and computer
vision use model connections. Large data sets with few regressors may benefit from this method.
Often used. When a collection of metrics is dependable, their similarities are determined. Create
a network of linkages to discover key information.
Statistical methods find relationships. All related links must be investigated. No predictors,
modifiable variables, or causal evidence were observed. Quantitative research reduces numerous
traits to a few criteria. Interconnected factors cause this decline. A feature's value depends on
many factors.
The Kaiser–Meyer–Olkin (KMO) test is an extra mathematical technique for factor loadings.
(Hadi et al., 2016). In addition to the general frameworks, each participant's selection adequacy
is evaluated. The metric computes the percentage of variance that is spread across all system of
variables. A range of values from 0 to 1 exists. For the most part, KMO values between 0.8 and
1 are deemed acceptable for data analysis. KMO values below 0.60 suggest an inadequate
collection attempt. In Table 3.3, KMO values and interpretations are shown. (Klein, 2013).

Table 3.3. The values of KMO and interpretations based on these values (Created by author
according to Klein (2013).

Before factor analysis can be conducted, a KMO of at least 0.80 is required. According to
Kaiser-Meyer-Olkin, sample measurements of adequacy are provided by,

43
 ∑ r2ij
i≠ j
KM O j = (3.3)
∑ r2ij +∑ ∑ a2∗¿
ij ¿
i≠ j i≠ j i≠ j

where:
¿
a ij is the anti-image correlation coefficient
ij
r is the original coefficient between i and j.

3.7. Exceptions to Methodology

1. It was only able to acquire data for the years 2016 to 2022.
2. Quality control techniques may vary across firms.
3. Only influences on the Indian textile industry are discussed.
4. Lack of relevant previous research
5. Since this approach utilises just 32 articles, the information gained is restricted; additional
articles may be integrated to broaden the scope of the investigation.
6. This technique is confined to a set time period, and changes should be made to increase the
time period.
7. This methodology focuses mostly on quantitative methods; thus, it cannot be used to create a
questionnaire for interviewing experts to get their opinions.

3.8. Chapter Summary

This chapter outlines the research methodology used to perform a complete review of the
elements influencing the service quality in the Indian textile sector. The following conclusions
may be taken from this section:
 This section explained the research choices made by demonstrating that the techniques and
procedures utilised are the most suited for the purposes and objectives of the study, as well
as the chance that the results will be valid and reliable.
 Using an exploratory and qualitative method, secondary/ primary or both data for the study
were gathered from a variety of web-based sources.
 The survey questionnaire was created using Google Forms and information were gathered
from a number of research initiatives.
 The primary data collection was accomplished by mailing surveys to Facebook and Email.

44
 Primary data consists of information obtained from original sources or via direct observation
and analysis. In order to collect primary data, a systematic online survey was undertaken in
India, a nation in South Asia using a web-based platform such as Google Forms. The survey
section focused mostly on the experiences of quality engineers and fashion designers of
textile companies headquartered in India.
 The author reached out to quality engineers and fashion designers in India by sending a link
to a Google form through email to a few well-known textile manufacturers.

45
CHAPTER 4- FINDINGS

46
4.1. Identification of Factors Affecting the Quality of Service in Indian Textile Industry

There are three major components and twelve subfactors based on the review of pertinent
literature. These were used to develop a questionnaire for experts. Each component has been
categorised and questions pertaining to it have been included in the questionnaire. The results of
this questionnaire are utilized for factor analysis.

Table 4.1. Factors Identified from the Perspectives of Literature

Participants have the option of engaging through Email, or LinkedIn groups. Participants
included fashion designers and quality engineers from various firms. The parameters identified
by the literature study are summarized in Table 4.1.

47
 Management support and Commitment
Technology
Manufacturer Communication
Training of Employees
Level Factors Performance of Quality Assurance Team

Employee Satisfaction
Employee Attitude
Empolyee Level Material Handling
Factors Housekeeping
Employee Awareness

Physcal Characteristics
Performance Characteristics
Material
Aspects

1
Figure 4.1 Overall Factors Identified from the Literature Review.

The aforementioned figure 4.1 illustrates the overall factors identified by the author from the
literature review. 3 main factors were identified:
● Manufacturer level factors
● Employee Level Factors
● Material Aspects
Under these 3 main factors a total of 12 subfactors were identified. These factors were used for
constructing a questionnaire on google forms. The questionnaire has been categorized in to 4
sections. First one being the section for obtaining the consent from the participants. The
participants had the right to decide whether or not to participate in the survey. The following
sections had the questions related to the factors identified from the literature review. The
descriptive statistics of survey responses are shown in table 6 below.

48
Table 4.2. Descriptive Statistics of the Survey Responses.

A primary data was collected from businesses by surveying quality engineers and fashion
designers- by conducting an online poll using Google Forms. The survey segment focused on
Indian quality engineers and fashion designers. The survey included three Indian organisations.
Kalyan Silks, Jayalakshmi Silks, and Seematti Textiles were selected. A representative sample is
generated from 112 responses based on the survey's selection criteria.

4.2. Chapter Summary

The findings of the descriptive survey and the literature review may be summed up as the
conclusions to be drawn from this section. The three primary variables that had been discovered
as important factors in chapter 2, has been used to construct a survey for experts in the Indian
textile industry. Each component has been categorised and corresponding questions have been
included into the questionnaire. These were used in the construction of a questionnaire for
industry professionals. 
 A schematic diagram of the essential factors can be seen here.
 There is a synopsis of the descriptive data that has been supplied.
 The next chapter provides an in-depth description and analysis of the factors that went into
the research endeavour.

49
CHAPTER 5- DISCUSSIONS

50
5.1. Introduction

This chapter can be divided in to 3 parts. The analysis of factors that affecting the service quality
in textile industry, a model for enhancing the service quality of textile industry, and finally the
novelty of the research. The analysis section deals with the factor analysis of the identified
factors by using the survey results and from the factor analysis certain components are gathered.
These components can be used for proposing a model for enhancing the service quality of textile
industry.

5.1. Assessment of Variables Impacting the Quality of Service in the Indian Textile
Industry

A factor analysis has been conducted with the goal of analysing the elements that determine the
quality of service in the textile sector. Statistical Package for the Social Sciences (SPSS) is a
software application used by a variety of researchers to analyse and understand complicated
statistical data.

Table 5.1. Results of KMO Test (SPSS Software)

Table 5.1 illustrates the results of the Bartlett’s and Kaiser-Meyer-Olkin (KMO) tests. According
to KMO test, the appropriateness of the sample was 0.893, indicating a favorable outcome.
Therefore, the sampling was acceptable and suitable for factorial analysis. The Bartlett's Test of
Sphericity relevance value was 0.000, which indicates that factor reduction is achievable.
The results of the Principal Component Analysis are shown in table 5.2 which shows the Total
Variance-Principal Component Analysis. Due to the author's adherence to the criterion for
selecting components with Eigenvalues greater than one, two variables were retained.

51
Table 5.2. Total Variance of PCA (SPSS Software)

The diagram illustrates the scree plot of the results, which highlights the components with Eigen
values greater than 1. As a consequence, the author may conclude that Principal Component
Analysis whittled down the 12 survey variables to only two critical ones. Figure 5.1 shows the
scree plot used in factor analysis. Researchers may use this graph to study the pattern of
decreasing diversity produced by each successive element, which will help them choose how
many of these things to explore. Scree plots are used to determine the number of Principal
Components. The Scree plot represents the eigenvalue of each Principal Component. On the y
axis are depicted the eigenvalues, while the x axis displays the number of components. It is a
downward trend.

52
Figure 5.1 Scree Plot (SPSS Software)

As a technique for tackling element and factor selection difficulties, the scree plot has attracted
attention. The scree plot is a graphical depiction of the degree of unpredictability associated with
each of the recovered components in a principle element investigation.

Table 5.3. Component Matrix- PCA (SPSS Software)

The Component Matrix-Principal Component Analysis is shown in Table 5.3 using SPSS
software. The Component Matrix stores the relationships between each component and the

53
object. The sum of squared eigenvalues is the proportion of variance included inside the Total
Variance Explanation. Common practice is to use a scree plot to determine the number of
essential components. Examining the scree plot reveals the point at which the proportion of
variation explained by each consecutive primary component decreases.
The Rotated Component Matrix shows Pearson correlations between components and items.
Loadings, or factor loadings, decide which properties a component may have. Rotated
component matrix appears in Table 5.4. Matrix multiplication has no effect on the zero vector,
therefore they rotate about the origin (origins coordinates). As algebraic representations of
rotations, rotation matrices are utilized in geometry, physics, and computer graphics.
In the table's rotational component matrix, values greater than 0.5 are considered, and all
components investigated have both positive and negative values.

Table 5.4. Rotated Component Matrix (SPSS Software)

The table's rotational component matrix takes into account Pearson correlation values greater
than 0.5, and all the examined elements are given both positive and negative values. Since the
value is greater than 0.5, the subfactors have a stronger relationship with the components. The
rotated component matrix is used to identify the relationships between two selected components.
The following components were extracted from the factor analysis:

54
Component 1

In the research, only those variables with a Pearson correlation coefficient larger than 0.5% were
included. All variables in the rotated component matrix have positive values. As a result, ten
criteria were selected for future examination. Consider the following aspects: Management
Support (0.689), Communication (0.730), Training of Employees (0.817), Performance of
Quality Assurance Team (0.786), Employee Satisfaction (0.802), Employee Awareness (0.689),
Employee Attitude (0.780), Material Handling (0.703), House Keeping (0.568), Physical
Characteristics (0.748). Figure 5.2 illustrates the values of the first component's factors as
represented by the bar graph.

0.9

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0
rt n s
am on es
s de g ng cs
po tio ee cti tu dl
in pi isti
p i ca oy Te a en n e er
Su un pl ce f ar Atti a Ke ct
t m an tis Aw ee lH e re
en m E r Sa oy ia us
m m of su ee ee pl er Ho ha
ge Co in
g As oy oy at l C
an
a in it y pl pl Em M ic a
Tr
a l
Em Em ys
M
Qua Ph
of
ce
an
rm
rfo
Pe

Figure 5.2 Factor Loadings in Component 1

 Component 1 pertains to Managerial Factors associated with service quality in the textile
industry. Each of these factors are directly associated with the service quality in the Indian
Textile Industry.
 The management's dedication to quality is essential, since they provide the resources for
implementing and maintaining the management system, which encompasses all quality-
related operations. To lead by example and provide employees with great processes, the
whole organisation must participate and be engaged.

55
 In the context of workplace interactions, organisational change, and relaxation in particular,
effective communication is rational, compelling, and advantageous. There is a strong
relationship between good communication and successful implementation. Communication
has always been an essential element of effective management, but it is much more critical
when adopting total quality management.
 Individuals may do their responsibilities easily, efficiently, and at the required rate and
quality with the correct training. Theories, concepts, information, etc. are undergoing
substantial changes and expansion in the modern era; thus, machinery and technology are
also undergoing fast development. Without the incorporation of these innovative concepts
and technologies, an organisation's productivity, quality, and efficacy become obsolete and
ineffective.
 Quality Assurance (QA) is the systematic monitoring and evaluation of the many
components of a project, service, or facility to enhance the possibility that production
specifications are reached. Quality Assurance cannot totally guarantee the production of
high-quality goods. Quality Assurance cannot totally guarantee the production of high-
quality goods.
 An employee must be content with his employment since he is a vital part of an
organisation's strategy execution, and he must understand how his actions affect the
company's customers; this may contribute to the success of the business. For a TQM
environment to be successful, it is vital to have a staff that is committed, well-trained, and
fully engaged in quality improvement efforts.
 Consciousness-raising amongst staff is a functional unit-level issue that should be handled in
accordance with its own needs. The training mostly focuses on raising knowledge of internal
security risks, however external security themes may be covered as well. If employees are
unaware of how the quality assurance or management programme operates or which aspects
of quality are crucial, its execution may fail.
 Employees will be more productive if they maintain a pleasant mood and think positively at
work. There is some evidence to suggest that employees who have an upbeat disposition are
more likely to be promoted. Conversely, if they set a positive example for the rest of the
company's employees, they will get a raise in pay.
 An effective material handling system may greatly improve the efficiency of both material
flow and manufacturing output. It is important to think about the material handling system
while designing a new garment factory or making changes to the production system and

56
 factory architecture. Time lost in transferring supplies, waiting, and postponing activities
may be reduced with a material handling system that works for all areas of production.
 Cleanliness and orderliness in the workplace are strongly correlated with increased safety.
How well these responsibilities are fulfilled reflects the organisation's commitment to safety.
Maintaining a clean and orderly workplace benefits both employees' health and the
company's image. These measures I boost production and efficiency, (ii) help keep processes
under tight control, and (iii) help keep product quality high.
 The physical attributes of a material include its construction, finishing treatment, mass, and
completed breadth, as well as any other properties identifiable by an experienced human with
or without the use of tools. To be considered "defects," physical irregularities in the material
must be both (a) readily apparent in the fabric as given and (b) detrimental to the final
garment, regardless of whether or not they fall within any declared acceptable limitations.
Component 2

In the analysis, only factors with a Pearson coefficient of correlation larger than 0.5%
were evaluated. Variables in the rotated component matrix have both positive and negative
values. As a result, two criteria were selected for further study. Consider the following
considerations: Technology (0.699) and Performance Characteristics (-0.755) are negatively
correlated. Figure 5.3 depicts the factor values for the Second component as depicted by a bar
graph.

0.8

0.6

0.4

0.2

0
Technology Performance Charecteristics

-0.2

-0.4

-0.6

-0.8

-1

57
Figure 5.3 Factor Loadings- Component 2.

 Component 2 refers to the Production Aspects associated with the textile industry's service
quality in India. Each component aspect has a substantial effect on the service quality in the
textile sector.
 Digital printing is one of the most important innovations in the textile industry. Diverse
printers make it easier for designers in the textiles, fashion, printing, and technology sectors
to bring their ideas to reality. Digital dye-sublimation and direct-to-garment printing make
design and alterations as easy as clicking a mouse.
 Performance attributes consist of all fundamental functional elements of textiles that must be
specified and may be evaluated using the right equipment. The most essential criteria are
colour fastness to light, dimensional stability, washing and dry-cleaning, elongation and
breaking strength, water proofing and water-repellence, air-permeability resistance to pilling,
abrasion resistance, and seam slippage.
The following figure 5.4 illustrates the components gathered from the factor analysis.

Managerial Factors
Management Support (0.689)
Communication (0.730)
Training of Employees (0.817)
Performance of Quality Assurance Team

Components (0.786)
Employee Satisfaction (0.802)

Gathered From
Employee Awareness (0.689)
Employee Attitude (0.780)
Material Handling (0.703)
Factor Analysis House Keeping (0.568)
Physical Characteristics (0.748)

Production
Aspects
Technology (0.699)
Performance Characteristics (-0.755)

Figure 5.4 Components Gathered Using Factor Analysis.

The following is a concise summary of the results.

58
 ● The sample's appropriateness was 0.893 on the Kaiser-Meyer-Olkin (KMO) test,
suggesting a good result. The test found that sampling was adequate for factorial
analysis.
● PCA is a dimensionality-reduction approach that transforms a huge collection of
variables into a smaller one that still includes most of the information. By doing PCA
two variables were kept since the author used Eigenvalues larger than one.
● The scree plot decides how many factors to retain in a factor analysis (FA) or principal
component analysis (PCA). A scree test employs a scree plot to identify statistically
significant components or features. In the study, the scree plot emphasises components
with Eigen values larger than 1. As a result, the author infers that Principal Component
Analysis reduced the twelve survey variables to only two essential ones.
● The rotated component matrix is used to determine the connection between two chosen
components. Twelve variables were selected, and two rotated matrix components with
correlation coefficients larger than 0.5 were discovered. The discovered components are:
⮚ Managerial Factors
 Production Aspects.

5.2. Model for Enhancing the Service Quality of Textile Industry in India

Factor analysis may be used in studies to help narrow down the variables and focus in on the
most critical ones. Using factorial analysis, the author was able to zero down on the two most
influential aspects based on the variables and derive findings with high levels of confidence. An
achievable approach for improving the standard of service in the Indian textile industry is shown
in the following section as an example.
Y =0.49C 1+ … … .+0.40 C 0 , (5.1)

Where,

Y= Enhanced Service Quality in Textile Industry

C1= Managerial Factors

C0= Factors that do not have a lot of variation

The following figure 5.6 illustrates the possible model for enhancing the service quality in
Indian Textile Industry.

59
 Managerial Factors- Management's commitment to quality is crucial as they give the
resources for building and maintaining the management system, which includes all quality-
related procedures. QA is the systematic monitoring and evaluation of a project, service, or
facility to fulfil production standards. Quality Assurance can't assure high-quality items. .
Effective communication helps workplace relationships, organisational change, and
relaxation. A material's physical attributes include its manufacture, finishing treatment, mass,
and completed width, as well as any other qualities identifiable by an experienced person
with or without equipment.

Indian Textile Quality in Textile Factors affecting Other

Industry Industry Quality Service in Recommendations
India is a major textile Product quality in the Textile Industry Use of Advanced
and apparel textile and clothing Managerial Factors technologies
manufacturer. sector is measured by Production Aspects Training Workforce
India's clothing & fibres, yarns, fabric
structure, colour Reduce Delays
textile sector provides
2% to GDP and 7% to fastness, patterns, and Practice On time
industrial production. completed products. Deliveries
Reduce Wastes

Figure 5.6 Model for Enhancing the Service Quality of Indian Textile.

● Production Features- Digital printing is a major advance in textiles. Diverse printers make
it simpler for textile, printing, fashion, and tech designers to create. Dye-sublimation and
direct-to-garment printing make design and changes easier. Performance qualities are key
textile aspects that must be set and tested using the correct equipment. The most important
characteristics are dimensional stability, colour fastness to light, washing and dry-cleaning,
breaking strength and elongation, water-repellence and waterproofing, pilling resistance,
abrasion resistance, and seam slippage.
The model proposed for improving the service quality of the Indian Textile Industry, which is
now under development, should mainly solve a number of the aforementioned issues. Some

60
adjustments may be done that will have a favorable effect on the Indian Textile Industry's
service quality, notwithstanding the difficulty of making a full transformation.

5.3. Novelty of the Research

The uniqueness of the research refers to one or more new aspects of the study, such as a new
approach or observation that leads to the discovery of new information. Good research projects
are "progressive," since an innovation might contribute to scientific advancement. The
originality and significance of the study may be used as a tactic to attract the attention of the
audience in a research report. The significance of the uniqueness of the research's findings must
be linked to their scientific and practical significance. Researchers must do a comprehensive
literature analysis to determine what has already been investigated and what unanswered
questions need to be resolved in order to discover uniqueness in their field of study. This
literature evaluation requires in-depth expertise in the subject area. Researchers should compare
and relate their findings with prior studies.
Following a review of pertinent materials, the author investigates and evaluates the factors
affecting the service quality of the Indian Textile Industry. Participants in textile industry
surveys are questioned on a variety of attributes created by literature review, and then they
respond to the questions. It was chosen to use descriptive statistics to find the elements that
impact the quality of service in the Indian Textile Industry, and factor analysis was utilized to
identify the most significant components.
Initially, a novel method was employed to discover the elements that influence service quality in
the Indian textile business, and the identified factors were then used to develop a questionnaire
for eliciting expert opinion. It was the first innovative aspect of the research.

61
 Service Quality
in Textile
Industries

Managerial Production
Factors (0.49) Aspects (0.10)

Figure 5.7 Factors Affecting Service Quality of Indian Textile Industry.

Second, an innovative method was employed to develop a new model for enhancing the service
quality of the Indian Textile Industry; this was the second innovation of the study. The findings
of this investigation uncovered two crucial components of the factor analysis method:
Managerial factors, Production Aspects.

5.4. Chapter Summary

In this chapter, the findings of the research are discussed in relation to the results of the survey
as well as the factor analysis. The discussion is broken up into three major themes in accordance
with the objectives of the research. These are an analysis of the factors affecting the service
quality of textile industries in India, a model for enhancing the quality of service in textile
industries, and the originality of the research.
 A factor analysis has been carried out, and out of the total of 12 factors, 2 components have
been extracted.
 The components that have been collected are the Managerial Factors and the Production
Aspects
 A model for improving the quality of service provided by Indian textile manufacturers has
been developed, with the components serving as the basis for the model.
 The uniqueness of the study has been broken down into its component parts.

62
CHAPTER 6- CONCLUSIONS AND RECOMMENDATIONS

63
6.1. Introduction

From the gap identified in the Literature framework the aim of this study is developed to identify
and evaluate the elements affecting service quality in India’s textile industry.
By answering the first research question: What are the factors influencing the quality of service
in Textile sector in India?
1. Modern textile enterprises analyse product quality at each manufacturing phase. Yarns are
tested for thickness and other properties, fabric is evaluated for faults, and finishes and
colours are tested for environmental resilience. Although it's impracticable to test every
strand of yarn or piece of fabric, statistical methodologies allow quality to be maintained
within limits, and automated testing tools have reduced testing time and price.
2. Through a comprehensive literature review there was a number of factors influence the
quality of service in the Indian textile sector. The factors may be classified under:
● Manufacturer level Factors
● Employee Level Factors
● Material Aspects
3. Each of these factors has many subfactors. With the aid of the factors discovered from the
literature review, a questionnaire has been designed to solicit feedback from textile industry
professionals. A factor analysis was conducted by using the survey results and to gather
specific components from it.
By answering the second research question: How can these factors be improved for providing a
better quality of service?

64
4. After doing a factor analysis, two factors out of twelve variables were discovered. A model
for improving service quality in the Indian textile sector was presented after the creation of
the two components. The two recognised components are as follows:
● Managerial Factors
● Production Aspects
5. With the aid of the aforementioned components, a model has been established for boosting
the service quality of the textile sector that may be used by textile enterprises to provide
superior customer service.
6. The model for enhancing the service quality in the Indian Textile industry contains the
following:
● Benefits of Indian Textile Industry
● Quality in textile Industry
● Factors affecting the service quality of textile industry
● Other recommendations

6.2. Limitations of the Study

There are several drawbacks to this research.

1. In the study covered in this analysis, there is variance in the quality control techniques
used by the textile businesses. This constrains the generalisability of the findings.
2. A modest sample size is used for this survey, which is being done in India. Factor
Analysis is the only method of data analysis is used in this study. This further reduces the
generalisability of the review.

6.3. Future Recommendations

1. Future study should focus on a particular region or population group in order to identify
other characteristics that impact the service quality in the textile sector.
2. Given that the textile industry in India is the primary subject of this study, researchers may
elect to investigate comparable sectors in other regions of the world.
3. The model used in this study could be improved and utilised by textile industry to boost
service quality.
4. In addition to factor analysis, methods such as AHP may be employed to expand the area of
the study and make it more exhaustive.

65
5. Future possibilities include the discovery of additional variables and the creation of
innovative, cutting-edge methods for enhancing the quality of textile industries.
6. Training of labour force – Teach them how to operate contemporary equipment.
7. Honouring commitments - One must guarantee that client-specified timelines are met.
8. No delivery delays - It must be ensured that all deliveries fulfil their dates in order to reduce
the expense of returned items.
9. Attention to quality - To make the highest quality fabric and garment using the most
effective chemicals and dyes. The fabric's quality must fulfil relevant certification standards.
10. Discipline - On-time delivery and organisation-wide punctuality are elements to consider
here.
11. Guidance - To provide assistants, subordinates, employees, supervisors, etc. with the
appropriate guidance and instructions.
12. No disregarding maintenance - m/cs must be maintained at least once every month. To
guarantee that every wastewater is properly treated in order to prevent environmental
contamination.
13. Training via Institutions - If certain institutions undertake the training of the labour force and
exporters recognize the requirement and push the labour force to get training, the number of
international orders will grow. Instead of merely teaching CEOs and managers, training
should be provided to the core staff as well. On-the-job training should be provided to both
the lowest and highest levels of management. Only then can organisation grow.
14. Awareness of the most recent technology - The textile business lacks awareness of the most
recent technologies. Only a few of major players are equipped with cutting-edge technology,
while the remainder rely on traditional means. This results in the creation of clothing and
materials that do not meet international quality requirements, leading to a decline in exports.
To deliver consistent goods, it is necessary to use contemporary technology. Not only can
new technologies contribute to environmental friendliness, but they are also cost-effective.

66
 APPENDICES

Appendix 1: Assessment on the Factors influencing the Quality of Service in Textile sector
of India
I am Jerin Karleth George, a master's student at the University of West Scotland.
This survey is a component of a broader investigation I am undertaking for my master's research.
I am looking for material that will assist me in identifying and evaluating the elements impacting
the service quality of textile industries in India.
The participants have the right to decide whether to participate in the survey or not by giving
their consent. If they are ready to participate, they can give their consent in the consent form. If
they are not ready, they can quit the survey.
Your participation in the survey will include answering various questions posed by the author
using Google forms, an online survey platform and it will take approximately 10 minutes. After
the session, your involvement in this research study will be ended.
In order to prevent ethical or security difficulties, the following survey questions will not request
any personal information or details about your job or company's technology. Instead, the purpose
of this survey is to get the overall views and opinions of a member of the industry. In addition,
you will be assured complete anonymity, and the survey transcript will include no identifying
information about you.

67
 Since the survey will be performed via Google Forms, only the author will have access to the
forms, ensuring the highest level of anonymity. You are not compelled to respond to all
questions, and you may withdraw at any moment.
Any personal data, such as name, will be excluded from the analysis and thus it will be
confidential.
The contact details of the interviewer and the supervisor are as follows:
Interviewer- Jerin Karleth George, Email - jerinkgeorge15@gmail.com
Supervisor- Dr Zainab Al- Haboobi, Email - zainab.al-haboobi@uws.ac.uk 
Moreover, the data will be used only for my scientific study, and any comments you provide will
be kept anonymous. Please respond to this questionnaire with a positive mindset.
I appreciate your participation in this survey. Your responses will be of great help for
my research.

*Required

1. Consent for Participation *

Mark only one oval.

I have read and understood the above information and gives consent to participate in this survey
I have read and understood the above information and do not give consent to participate in this
survey

2. Gender *
Mark only one oval.
Male

Female

Other

68
3. Profession *
Mark only one oval.

Quality Engineer

Fashion Designer
Textile Industry Employee

Manufacturer Level Factors

4. Do you think that the top management is giving adequate support to the employees for
maintaining the quality of service? *

Mark only one oval.

Never

Rarely

Sometimes

Often

Always

5. What is your opinion regarding the commitment of top management in maintaining the
quality of service? *
Mark only one oval.

Very Dissatisfied
Dissatisfied
Neutral
Satisfied
Very Satisfied

6. What is the priority given by the management for service quality? *

Mark only one oval.

69
Not a priority
Low Priority
Somewhat Priority
Moderate Priority
High Priority

7. Do you think that the use of recent technologies in each field can improve service quality? *
Mark only one oval.

Definitely Would
Probably would
Neutral
Probably Would not
Definitely Would not

8. What is the attitude of management in investing money for updating in to new technologies? *

Mark only one oval.

Not at all concerned

Slightly Concerned
Somewhat Concerned
Moderately Concerned
Extremely Concerned

9. Are you satisfied with the Communication system followed in the company? *

Mark only one oval.

Very Dissatisfied
Dissatisfied
Neutral
Satisfied
Very Satisfied

70
10. Does the information from the top management passes uniformly to all the employee levels
of the company? *

Mark only one oval.

Never
Rarely
Occasionally
Usually
Always

11. What is your opinion regarding the training provided by the company to its employees? *

Mark only one oval.

Very Bad

Bad

Neutral

Good
Very Good

12. Do you believe that adequate training is an important factor in maintaining quality of
service? *

Mark only one oval.

Very untrue of What I believe

Untrue of What I believe

Neutral

True of What I believe

Vey True of What I believe

71
13. Do you think that the QA team in the company is efficiently working for maintaining the
quality? *

Mark only one oval.

Not at all efficient

Slightly Efficient

Moderately efficient

Efficient

Highly Efficient

Employee Level Factors

14. Are you satisfied with the recognition given to you by the company? *

Mark only one oval.

Not at all Satisfied

Slightly Satisfied

Moderately Satisfied

Somewhat Satisfied

Extremely Satisfied

15. Do you think that a good rapport between the employees and the management is important in
maintaining good quality? *

Mark only one oval.

Not at all important

Slightly Important

Moderately Important

72
Important

Very Important

16. How often the management appreciates the achievements made by the employees? *

Mark only one oval.

Never

Rarely

Occasionally

Usually

Always

17. Are you aware that the service quality is necessary in gaining customer attention and
satisfaction? *

Mark only one oval.

Not at all Aware

Slightly aware

Somewhat Aware

Moderately Aware

Extremely aware

18. How much importance do you give in providing good quality service to the customers? *

Mark only one oval.

Not at all Important

Slightly Important

Somewhat Important

73
Moderately Important

Extremely Important

19. What is your attitude regarding the quality concerns of the products? *

Mark only one oval.

No concern at all

Slightly Concerned

Somewhat Concerned

Moderately Concerned

Highly Concerned

20. Do you think that an efficient material handling system can aid in improving quality? *

Mark only one oval.

Strongly disagree

Disagree

Neither agree nor Disagree

Agree

Strongly Agree

21. What is your opinion regarding the efficiency of the material handling system in your
company? *

Mark only one oval.

Very Bad

Bad

Neutral

74
Good

Very Good

22. Do you agree that an excellent housekeeping can make the workplace cleaner thus improves
productivity and service quality? *

Mark only one oval.

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

Material Aspects

23. Do you think that the product quality depends greatly on the quality of raw materials used? *

Mark only one oval.

Never

Rarely

Sometimes

Often

Always

24. If there are any imperfections in the physical characteristics (Length, width, mass per unit
area, design, weaving, etc..) of the material it can affect the quality of the fabric produced. Do
you believe that the statement is true? *

Mark only one oval.

75
Very Untrue of What I believe

Untrue of What I believe

Neutral

True of What I believe

Very True of What I believe

25. If the raw material fails the tests of colour fastness, water repellence, air permeability,
dimensional stability etc.., what effect will it make on the quality of the textile produced? *

Mark only one oval.

Very Negative effect

Negative Effect

Neutral Effect

Positive effect

Extremely positive Effect

Appendix 2: Approval from Ethics Committee

76
77
 REFERENCES

1. Arnold, B, Lizarralde, G, Edwin and Paquin, R. 2019. RMG trading scenario in India and
other major countries - comparative performance and issues. International Journal of
Business and Management, Vol 43(2), pp 84-100
2. Aryee, S., F. O. Walumbwa. 2016. Workplace Family Resources and Service Performance:
The Mediating Role of Work Engagement. Africa Journal of Management, Vol 2(2), pp138-
165.
3. Anthony, B. 2017. Resource Communication Technology- And Marketing of Textile
Products in U.S. Textile Industry. International Journal of Information, Business and
Management, Vol. 6(4), pp 168-195.
4. Abdlhakeem, A. K. 2017. Trade Policy, Consumer Preference and The Performance of
Textile Industry. Journal of Cleaner Production, Vol.6(1), pp 78-90.
5. Azillah, A. A. and Shah, S. B. 2016. Studying the Relationship Between Personality Factor
and Employee Service Performance among Hotel Employees. Middle-East Journal of
Scientific Research, Vol 24(6), pp 2065-2070.
6. Bashir, M. S., Machali, M. M. 2017. The effect of service quality and government role on
customer satisfaction: Empirical evidence of microfinance in Kenya. International Journal
of Business and Social Science, Vol 3 (14), 312-319.
7. Bhandari, S. 2016. Customer Experience: An Emerging Source of Sustainable Competitive
Advantage. Imperial Journal of Interdisciplinary Research, Vol 2(7), pp 26-72.
8. Bowen, D. E. 2016. The changing role of employees in service theory and practice: An
interdisciplinary view. Human Resource Management Review, Vol 26(1), pp 4-13.
9. Dennis, M, M, Klotz, L, Benjamin and Horman, M. 2017. The effects of Free Trade
Agreement (FTA) on intra-industry trade (A case study of Textile Sector in India). Journal
of Applied Science, Vol 136(5), pp 595-605.
10. Dalia, M. M. Yacout and Hassouna, M. S. 2016. Identifying Potential Environmental
Impacts of Waste Handling Strategies in Textile Industry. Journal of Cleaner Production.
Vol 25, pp 68-82.
11. Dadashian, F, Monfared M, A, S, Nasrabadi H, G. 2017. Design of a new quality assessment
system for textile products. The Journal of the Textile Institute, Vol 100(7), pp 640-648.
12. Elizabeta, M, Nako, T. 2016. Projection and Implementation of Total Quality Management
Systems Within the Textile Production. IEEE. Vol 35, pp 25-35.

78
13. Elizabeta, M, Nako, T. 2018. Basis for The Design and Implementation of The Quality
System in Cad - Cam Textile Production. International Journal of Information, Business and
Management, Vol. 6(4), pp 56-92.
14. Gary, R, Huemann, M, Martinuzzi, R and Louis, M. 2020. Changing Structure of Indian
Textiles Industry after MFA (Multi Fiber Agreement) Phase out: A Global Perspective. Far
East Journal of Psychology and Business, Vol 67, pp 45-56.
15. Hui, S, T. 2016. The Effect of Reducing the Currency Exchange Rate on The Imports and
Exports of The Malaysian Textile and Apparel industry. Journal of Cleaner Production. Vol.
6(4), pp 72-125.
16. Hasanuzzaman. 2017. Factors That Influence Implementation of Quality Management
System in Bangladeshi Garments Industry. International Journal of Information, Business
and Management, Vol. 9, pp 210-212.
17. Huang, T. C. and Chang, W.-J. A. 2016. The impact of human resource capabilities on
internal customer satisfaction and organisational effectiveness. Total Quality Management,
Vol 21(6), pp 633-648.
18. Hadi, N, Abdullah, N and Ilham, S. 2016. An Easy Approach to Exploratory Factor
Analysis: Marketing Perspective. Journal of Educational and Social Research. Vol 6, pp
215-223.
19. Hallaert, M. 2022. Downscaling the Textile Industry. 10.13140/RG.2.2.18742.98881.
20. Ivan, K, W. Lai and Henry, C.W. Lau. 2018. A Hybrid Risk Management Model”.
International Journal of Electronic Business Management, Vol. 8(1), pp. 31-42.
21. Indumathy, R. 2018. A Study on Quality of Work Life Among Workers with Special
Reference to Textile Industry in Tirupur District – A Textile Hub. Journal of Environmental
Management, Vol.6(1), pp 78-90.
22. Islam, Md and Jahan, Rounak and Jahan, Maksura and Howlader, Md and Islam, Riyadul &
Islam, Md and Hossen, Md and Kumar, Amit and Robin, Adnan. 2022. Sustainable Textile
Industry: An Overview. Non-Metallic Material Science, Vol 4, pp 98-124.
23. Kumari, M. 2022. Understanding Indian Textile Industry. Textile Network, Vol 5, pp 188-
198.
24. Kevin, Labuschagne. C, Arnold and Brent, A, C. 2018. Innovation, Export Performance and
Profitability of Lao Garment Exporters. International Journal of Economics and
Management, Vol 23(2), pp 159-168.
25. Klein, G. 2013. The Cartoon Introduction to Statistics. Hill and Wamg.

79
26. Maklan, S and Phil, P. 2017. EXQ: a multiple-item scale for assessing service experience.
Journal of Service Management, Vol 23(1), pp 5-33.
27. Ming-Kuen, C & Wei-You, S. 2016. The Application of Collaborative Design in Taiwan’s
Textile Industry. International Journal of Electronic Business Management, Vol. 8(1), pp.
31-42.
28. Nayak, R., Padhye, R. 2017. The care of apparel products, in Textiles and fashion: Materials,
design and technology. Elsevier, United Kingdom, pp. 799-822.
29. Nayak, R., Punj, S.K., Chatterjee, K.N., Behera, B.K. 2016. Comfort properties of suiting
fabrics. Indian Journal of Fibre. Textile. Research, Vol 34, pp 122-128.
30. Nayak, R., Padhye, R., Gon, D.P. 2018. Sewing performance of stretch denim. Journal of
Textile Apparel, Technology Management, Vol. 6 (3),1-9.
31. Oliveira, S. 2018. The importance of quality in the consolidation of textile firms in minho.
Master Thesis, Polytechnic Institute Cavado Ave, Barcelos, Portugal. Vol 8.
32. Powell, N, B, Cassill N, L. 2016. New textile product development: processes, practices, and
products. The Journal of the Textile Institute, Vol 97(2), pp 155-166.
33. Pearl, Maltzman, R, Cruz and Shirley, D. 2018. Empirical Study on the Effect of Trade
Protection on Chinese Textiles Exporting based on Trade Gravity Model. Journal of
Computers, Vol 16, pp 262-278.
34. Patel, V. 2016. Determination of Validity and Reliability of Scale: An Application of
Confirmatory Factor Analysis Using AMOS. 10.13140/RG.2.2.29843.07201.
35. Susan, Saleh, Y, M, Jubin and Taleb, H, N. 2017. An Application of Integration and Vector
Error Correction Approaches. International Journal of Economics and Financial Issues, Vol
41(2), pp 50-59.
36. Sammy, Ding, G, Wester, Wilton, E. 2019. India’s Textile and Apparel Industry: Growth
Potential and Trade and Investment Opportunities Journal of Environmental Management,
Vol 86(3), pp 451-464.
37. Santos G, Soto E, Félix MJ, Mandato E. 2017. Philosophy of technology and its application
to mechanics and materials in design. Journal of Cleaner Production. Vol 34, pp 122-128.
38. Shiward, D. 2022. An Indian Economy & Textile Industry Science. Social Work & Social
Sciences Review. Vol 2, pp 456-467.
39. Saunders, M., Lewis, P. and Thornhill, A. 2016. Research Methods for Business Students.
7th Edition, Pearson, Harlow.
40. Yellapu, V. 2018. Descriptive statistics. International Journal of Academic Medicine. Vol 4,
pp 60.

80
41. Yong, A. G and Sean, P. 2013. A Beginner’s Guide to Factor Analysis: Focusing on
Exploratory Factor Analysis. Tutorials in Quantitative Methods for Psychology, Vol. 9(2), p.
79-94.

81