Brandix Corporate Campus

TQM Assignment

Bachelor of Applied Science (Textile Technology)

Academic Facilitator : Dr. Senaweera

Name : Himasha Devindi Samaranayaka Malwaththge
Registration no : 3924804
 1. a) Explain three roles of Top Management in promoting TQM? (15 marks)
 Take the initiative as the leader.

Top management commitment is the first step and prerequisite for a company's TQM
implementation efforts. The initiative is the ability to assess a situation and work independently
to resolve it. Volunteering for leadership roles can show initiative in working in a variety of
ways, including brainstorming ideas to help co-workers and help improve the company.
Without top managers’ leadership and participation, it can be very difficult to improve product
quality and quality management. Improving quality means making decisions and creating
something that never existed before. Top managers should take the lead in "improving product
quality and intensifying quality management". The involvement of top management is crucial
to a company's quality improvement efforts; it clearly helps to spread the quality consciousness
throughout a company.

 Evaluate with the emphasis on processes.

The objective of implementing TQM is to improve the overall business performance of a

company. Therefore, overall business performance should be evaluated regularly. Otherwise,
the consequences of TQM implementation will be unclear, and more effective TQM
implementation approaches will not be developed. Implementation depends on evaluating
overall business performance. The overall business performance consists of employee
satisfaction, product quality, customer satisfaction, and strategic business performance. Top
management can use the latest information about overall business performance (e.g., prior
performance, planned objectives) to compare themselves with its competitors and best
practices in the same industry. Through evaluation, companies identify areas that need to be
addressed or addressed. Various decision support systems and relevant information are
essential for evaluating strategies so that companies can look for opportunities to improve their
strategies.

 Clarify the roles and responsibilities of team members.

Process Improvement Team members must be equipped to design and lead successful quality
process improvements. The workforce must be allowed to release, develop and use their skills
and knowledge to their full potential. Top management needs to empower employees to solve
various problems and trust employees wholeheartedly. Top managers should strongly
encourage team members’ participation in quality management and improvement activities,
place great importance on employee suggestions, and their employee’s Reporters must accept

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responsibility, and be willing to listen openly and openly. Employees should be encouraged to
list the company's shortcomings and report their own work problems.

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 b) Deming believes that quality must be built into the product at all stages in order
to achieve a high level of excellence. Can this approach apply to a garment
manufacturing facility to build the quality of garments? If yes why? If not why?
(20 marks)

Yes, we can use Deming approach to apply to a garment manufacturing facility to build the
quality of garments.

The PDCA cycle is a system for modifying work processes and improving standards. PDCA is
a repetitive four-step management system used in garment manufacturing to control and
continuously improve processes and products. PDCA stands for Plan, do, check, and act.

To achieve the goals, a two-stage PDCA model can be developed through functional research
to improve continuous processes.

This model can take into account the garment industry layout, material handling, and workplace
layout (ergonomic). Product quality can be built by analyzing and designing a new setup,
improving through line optimization, testing new settings, and managing product lines.

 PDCA continuous process improvement in garment manufacturing

1. Plan

At this stage, improvement opportunities are identified and then prioritized. Similarly, the
current state of the process to be analyzed is defined by static data, the causes of the problems
are determined, and possible solutions are suggested.

Analysis & design

 Analysis of production program, the fleet of machines, space, and existing way of
working.
 Design of new workplace layout and material handling system
 Design of installations
 Determining types and number of transport vehicles
 Purchasing needed equipment and setting installations
 Space arrangement for the new line(space for machines, transport routs)
2. DO

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The doing phase is the solution phase. Strategies have been developed to address the issues
identified during the planning phase.

Improvement

 Product selection
 Determination of daily product volume, number of workplaces, and takt time
 Determination of time for each operation
 Development of work distribution plan of operations
 Setting layout and material handling according to the sequence of operations
 Workplace arrangement
 Working on new line setup
3. Check

In this step, the results of the actions performed in the previous step are analyzed. A pre-and
post-comparison will be made to see if there are any improvements and if the established
objectives have been achieved.

Check of the new setup

 Check the effects of the applied solution.

 Check whether operations are performed in a prescribed manner.
 Check the operation time norm.
4. Act

This phase consists of the development of methods aimed at standardizing the improvements

Production line management

 Production line management standardizes

 Operations employees training

Improvements can begin with the creation of a flexible layout. The improvement phase
involves a specially designed improvement procedure based on the improvement of the
working method. The main goal of this step is to train employees in linear optimization and
system understanding to produce a specific product and to implement an upgrade procedure
based on selected products to be manufactured. Employees need to be actively involved in
asking questions about the new way of working and giving ideas on how to improve the current
situation. In stage do, it is possible to use a new flexible system by setting up workstations and

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establishing transport routes according to the operating sequence for a specific product. Each
operation can be analyzed at the motion level to eliminate unwanted movements and increase
stitching quality. Necessary movements can be shortened and lengthened by removing
unnecessary movements of reaching and shifting and placing the parts in the appropriate place.
When there is a quality problem with the stitching during stopping and restarting the machine,
workers can be additionally trained in sewing techniques to complete the stitching at once.

Product line management can be done by continuing operational standardization, further

employee training and management, and improving the line for the selected product. The
second stage implies that the adjustments required for each product are made independently
and the current situation continues to improve. Management can develop a work distribution
plan. Helps workers change the layout of the group's workplaces and transit routes in order of
operation for a specific product, organize work, train them, and control whether operations are
carried out properly. In addition, management is responsible for making improvements and
taking appropriate action within working groups. Achieved by improving the sewing process,
workspace layout, material handling system, workspace configuration, and operating
standardization. These changes enable waste disposal (delays, unwanted movements,
transportation) and lean policies: Creating flow, the pulling system, and the path to perfection.

With the implementation of the PDCA approach, productivity increases, and product quality
increases. The garment sewing process improves with a streamlined workplace layout, material
handling system, workstation layout, and operating standardization. The result of the
implementation is a line that can be quickly changed to suit the needs of a specific product.
Implementing this will enable employees to create an environment that produces quality
products tailored to customer needs in a convenient, safe and efficient manner, in a stable, clean
and secure environment, at a minimal cost. This allows employees to develop and facilitate the
skills needed for further process improvement efforts.

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 c) Explain TQM in your own wording? (15 marks)

TQM is a management approach to long-term success through customer satisfaction. It

supports consistent customer satisfaction through a combination of tools, techniques, and
training systems. In a TQM work, all members of an organization participate in improving
services, processes, the culture, and the products in which they work. Every employee works
to improve the work culture, services, systems, processes, etc. to ensure the continued success
of the organization.

TQM can be summarized as a management system for a customer-centric organization that

involves all employees for continuous improvement. It uses data, effective communication, and
strategies to integrate quality into the culture and activities of the organization. There are
principles of complete quality management. They are,

 Customer Focus: The customer ultimately determines the quality level. Whether the
organization trains employees to improve quality, integrates quality into the design
process, or improves computers or software, ultimately the customer decides whether
it is worth it.
 Employee commitment: All employees participate in working towards common goals.
This creates empowerment through training and suggestion mechanisms.
 Continuous improvement: Continuous improvement leads an organization to be
analytical and creative in finding ways to be more competitive and effective in meeting
stakeholder expectations.
 Factor-based decision making: Performance measurement data is needed to determine
how well an organization is performing. An organization needs to constantly collect
and analyze data to allow TQM to improve decision-making accuracy, achieve
consensus, and make predictions based on past history.
 Effective communication: There should be an open dialogue throughout the
organization.
 Strategic thinking: A critical part of quality management is the strategic and systematic
approach to achieving an organization's vision, mission, and goals. Quality should be
part of the organization’s long-term vision.
 Integrated System: Everyone should understand the vision, mission, and guidelines of
the organization as well as the quality policies, objectives, and critical processes.
Business performance needs to be monitored and communicated continuously.

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 Process centered: A fundamental part of TQM is focusing on process thinking.
Performance measures should be continuously monitored to detect unexpected
variability. Every activity can be decomposed into a process and, therefore, the best
process must be found and repeated.

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 2. a) Explain the meaning of “next process is your customer” considering a
production process of a Garment Factory? (20 marks)

In the TQM culture, the customer is the most important part of the process line and if the
process quality is achieved, the customer is satisfied. In order to maintain and improve quality
in the production process, care must be taken to build coexistence at every stage of the work.
There should be smooth communication and cooperation among all people at every stage of
the production process.

The task comes to any stage, changes the situation, and moves on to the next stage. There is a
customer for any stage, the next stage. In order to achieve the transformation, the next step
should be to allow for continuous improvements in methods and procedures aimed at better
customer satisfaction. Customer-oriented TQM means that because they are customers, in the
next process, they should always be satisfied and never embarrassed. The TQM concept is
based on the premise that quality assurance to each customer at each stage will ensure the
quality of the finished product. Designers treat manufacturing people as their customers and
try to satisfy them when they work on a new product. Profit is derived from revenue and market
share and depends on customer satisfaction. Attempts to improve quality can lead to an increase
in market share and profitability through customer satisfaction. Quality products and services
not only benefit the customer's future benefits but also reduce complaints and reduce liability
costs. Providing quality products to customers enhances a high-profit reputation and therefore
increases market share.

Consumers want as many different products as they want. They expect high quality, good
prices, and quick delivery. The goal of improving configuration reduction and modification
should be to develop a production system that is as close as possible across the production
chain to only what the customer wants when the customer wants it. The result is a robust,
flexible manufacturing operation that adapts to change.

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 b) Explain three benefits a company can gain by implementing TQM? (15 marks)

 Reduced costs and cost increased profitability

TQM helps reduce overall quality costs, which in turn helps you reduce waste. TQM
creates the most successful products that generate high-profit margins. It is based on
the principle of preventing defective products/services rather than incurring quality
failure costs. So basically, it aims to produce products/services with zero defects. As a
result, it brings down costs and increases profits. Total quality management also
reduces unnecessary and unproductive tasks, that employee duties can be changed to
reduce wasteful spending.

 Improved customer focus and satisfaction

TQM covers customers. When better products and services are integrated with better
customer relationships, customers are happier about the company’s service. They have
built a strong customer relationship when they expect a product or service, offering it
without problems and at a reasonable price. This translates into more sales and referrals
from satisfied customers. As customer complaints dwindle, the company may also cut
the customer service department. Delighted, satisfied customers become repeat
customers and they provide word-of-mouth marketing. Thus, the market share also
increases as existing customers act as ambassadors to attract new customers. TQM
provides quality assurance that customers will get what they want, as well as a process
for managing unsatisfied customers, making necessary corrections, and preventing
recurrences.

 Facilitates Effective Communication and Employee Morale

Adequate communication systems are essential for a company to thrive and thrive. Often,
inappropriate and inefficient communication is an obstacle to the proper functioning and
development of an organization. TQM facilitates effective communication and interaction
between members of various departments and management hierarchies. This increases
employee morale and teamwork. As a result, the quality of the company's work improves.

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 c) Employees’ support is required to implement TQM. Do you agree with this
statement? If yes why? If not why? (15 marks)

Yes, I agree with this statement.

TQM needs dedicated and talented employees for the environment or culture, and they can all
fully participate in quality improvement activities. By focusing on quality management and
continuous improvement of all employees, companies are able to establish and preserve
cultural values that will lead to long-term success for customers and the organization. Focusing
on group activities, TQM leads to the creation of cross-functional groups and the sharing of
knowledge. Increasing communication and coordination across unequal teams deepens
organizational knowledge and gives companies more flexibility in employing employees.

In order to achieve the ideals of TQM, employees understand it as a corrective and development
strategy for the benefit of all stakeholders in the organization. This includes involving
employees in redesign processes, new ways of doing things, and communicating their ideas to
management. Employees have a responsibility to identify quality defects as well as to anticipate
threats to quality and continuous improvement. The workforce within the company is treated
as internal customers. Thus, they are well-satisfied to get full satisfaction for their external
customers.

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