Professional Documents
Culture Documents
Thesis Literature Review
Thesis Literature Review
have implement the suitable monitoring and control. It can be good step for products
quality and environmental. Another factor, can motivate companies in quality monitoring
and quality control, is increase in competitiveness. Such activities are connected with
improvement of prospects of companies, what means possessing a certificates confirming
efficiency of quality system management or achieve a quality prizes. At the same time we
can mark that the desire of obtainment of certificate or quality prize should be the most
important inventive to investing in quality engineering quality monitoring and quality
control.
Quality control in luggage industry is very important due its customer oriented business.
The components such as robustness, design, features, flexibility that attracts customers to
buy a luggage ensures only by a proper quality control system in each steps of luggage
manufacturing. In this paper we see the standard procedures of making soft luggage and
how to maintain quality from the raw to finished product.
be helpful for the reader to get a better insight of Quality Control and to know the
importance and impact of Quality Control in an organization.
1.5 Methodology
Both primary and secondary data has been used in this study. For collection of primary
data quality controlled specifications in every process of luggage manufacturing has been
surveyed and for organizational overview, literature review and theoretical background
secondary has been used.
The methodology adopted is as follows:
Five Samples has taken of different type of luggage like Trolly case,
Duffel,Bagpac,Oxford,Pride.
Questionnaire technique was used to obtain an indication of the knowledge of quality cost
I worked on only luggage industrys Quality control system. But every industry has
1992), quality management has shifted from being an extracurricular activity to being an
essential prerequisite (Chang et al. 1993). According to Harrington (1987) the debate has
moved away from quality costs money towards quality makes money. In considering
quality, it is not only necessary to realize that quality and profit are not mutually exclusive
(Mizuno 1992), but also that quality has become a key differentiator to survive in an
increasingly competitive marketplace. Put succinctly by the Juran Institute To survive in
todays environment of global competition, never-ending change and complexity, rising
customer expectations and continuous cost pressures, focusing on quality is no longer a
choice; it is mandatory (1994).
In management, control is the next step of planning. Once the plan is implemented for
execution, it needs to be monitored to ensure stipulated outcome. This is where certain
degree of control is required. The activities required for meeting the planned or desire
quality target, for conformance, is termed quality control.(Hasin 2007)
Although quality is seen as essential to corporate success (Devlin and Dong 1994), one
has to be able to measure it before being able to properly manage it (Drucker 1974).
Consequently, a clear definition of quality is needed. However, adequate and commonly
shared definitions of quality are rarely found within both academic and commercial
circles (Tangen 2005).
Under traditional quality control, inspection of goods and services (checking to make sure
that what's being produced is meeting all expectations) takes place at the end of the
operations process. The problem with this sort of inspection is that it doesn't work. It
won't ensure quality, however you define it.
Think about a simple test, like the F-Test, that shows how difficult it is to realize a
specific sign or characteristic in a limited time range. Imagine how much more difficult
inspection is at the end of a process for a product with several hundred or thousand parts,
such as a car -- or a forklift.
There are three main problems with inspection under traditional quality control:
It's costly, in terms of both tangibles and intangibles (e.g. materials, labour, time,
employee morale, customer goodwill, lost sales)
It's done too late in the process, often resulting in defective or non-acceptable goods
The information system about quality product, relating both the project office and the
company, which will produce a final product.
Competitiveness of own product.
Organizations structure of company, which will produce a final product.
6
Modernity of product.
Quality investigation of new project design (constructional and technological aspects).
Purchase, qualified suppliers.
Quality Dimensions
According to Gravin (1988), the eight dimensions of quality are,
Dimension 1: Performance
A quality product will perform as expected by the user and as specified by the manufacturer. If
products do not do as buyers expect, users will be disappointed and frustrated. Worse still poor
performing products get negative reviews and lose sales and reputation.
Dimension 2: Features
What additional benefits will be added to the product? Will they be they tangible or nontangible benefits. For example this could be after sales service, or guarantees. Some
features will be present in all products but other features will only be found in "quality"
products. For example all cars have wheels, steering wheel, gears, windows and seats but
only some cars have heated seats, assisted parking and bluetooth.
Dimension 3: Reliability
Is the product consistent? Will it perform well over its expected lifetime and perform
consistently. Many brands have developed trust with customers because of their
reputation for reliability.
Dimension 4: Durability
How durable is your product? Will it last with daily use?
Dimension 5: Conformance
Does your product meet with any agreed internal and national specifications? For
example, safety regulations and laws.
Dimension 6: Serviceability
Is the product easy to service? Does the organization offer enough service support.
7
Dimension 7: Aesthetics
Is the product appealing to the eye? Design is important for many products; the color
picked indicates certain things.
Dimension 8: Perceived Quality
What sort of quality perception does the marketing team want to convey in their
marketing message? Will price charged reflect the quality of the product? What brand
name is going to be used and does this convey any sort of quality perception.
Tolerance Limit
Natural tolerance limit represent the inherent variation, when special causes are removed,
in the quality characteristic of individual product/service items. Natural tolerance limits
are usually found based on the assumption of normality of distribution of the
characteristic. Ideally, they should be found on the actual distribution of the characteristic.
A process capability index incorporates both the specification limits and tolerance limits.
It determines the ability of the process to meet the specification limits, thus indicating a
measure of goodness of the process.
Statistical tolerance limits define bounds of an interval that contains a specified
proportion (1-) of the population with a given level of confidence().These bounds are
found using samples statistics, for example, the sample mean and sample standard
deviation. As the sample size becomes large, the statistical tolerance limits approach the
values that are found using the population parameters. Statistical tolerance limits are
usually found based on a normal distribution or using nonparametric methods.
end product.
Confirmation that the manufacturing processes are capable of meeting these
requirements.
Full acceptance, by all those concerned with production, of the responsibility for meeting
specification.
Record essential information derived from these checks to provide accurate evidence for
action.
Establishment of lines of communication, - i.e. Feedback to Production, - to ensure that
this action is taken to effect the appropriate adjustments to materials, process and
operatives to maintain FUTURE production within the specification.
saving costs
In a total quality control scheme, the total involvement of all personnel is required as a
philosophy.
The staff concerned in all duties must be given authority to carry out their functions.
It is the job of Quality Control to establish the correct information concerning a quality
understood.
Payment schemes should be re-examined where necessary to reward quality as well as
production, in a balanced way, since both are commercially important.
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Set in Order (2-s) - Efforts are then directed towards resolving the tags. Objective is to
find permanent solution to problem. Day to day quality related problems such as label
mixing, trims mixing (thread, label wrongly attached) can be completely eliminated
through 5-S. Ideally stores should stack trims segregated buyer wise, order wise etc with
location marking done for each storage area. This will avoid the instances of wrong trims
being issued, even if storekeeping personnel are not available (eliminating human
dependency). Secondly segregation of trims on sewing floor/finishing floor size wise,
color wise and sizes wise in specially designed boxes, trays with location marked for
each, will eliminate any possibility of trim mixing. Not only this (implementing 5-s at
stores) reduces the unproductive time (time lost in trims searching) at stores level, but
also helps in saving time and improving quality of immediate customers (Sewing Floor).
At 2-S Stage (Set in order) it is mandatory to define the inventory level at each stage, this
not only applies to stores, but also to sewing, finishing, washing and packing inventory.
Defining and controlling WIP has shown marked reduction in stains related rejections,
apart from reduction in through put time. It is observed that one basic reason of higher
WIP is higher level of rework and alterations. With respect to WIP management aim
should be to move towards lean manufacturing with single piece flow. Replenishment of
WIP/inventory should be Pull driven rather than push driven.
Shine (3-s) Shine (3-s) 3-S ensures improved housekeeping by planning, cleaning &
Inspection schedules that include floor (Brooming, mopping, vacuum), over headlamps,
racks etc. The cleaning schedules should be designed such that it should mention how,
when, where, regarding the cleaning activity. It should state the person responsible and
accountable for implementing the schedules.
Standardize (4-s)-This refers to standardizing the departmental activities. Here the
cleaning schedules, master index (indicating location marked for hard and soft
copies/registers), tool list (stating location and quantity) are displayed on notice board.
This way human dependency in accessing the records and tools/equipment can be
eliminated. Apart from this operational norms for each department are developed. It
includes list of incoming material for each department, its desired mode of packing
/packaging, packing details, desired mode of transportation of incoming material, material
handling equipment for in house movement etc.These requirements are forwarded to
supplier as voice of customer. In addition inventory level for
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each incoming item with storage locations is planned. Generally waste (Shaping waste,
Empty cones, Threads, Spring cones, polythene, Paper, bamboo etc) is segregated at
centralized scrap yard. However ideal method is to segregate the waste at source of
generation. To start with, waste can be categorized into organic (Thread, Fabric) and
inorganic waste (Polybags, plastic cones etc). Color-coding for dustbins should be done
and training imparted to employees to dispose the waste in right dustbin. Depending on
the nature of waste generated by the activity, color coded dustbin is provided at
convenient location. Collection of waste from dustbin and disposal of waste to scrap yard
should be done by means of similarly colored carts. Method for recovering recyclable
waste should also be designed.
Sustain (5-s): regular internal and external audits are scheduled to overcome the
shortcoming. Time based action plan with responsibility for resolving the abnormality is
made.
CHAPTER
4:
GENERAL
DESCRIPTION
OF
LUGGAGE
AND
ITS
SPECIFICATION
4.1 Description General- Front & Rear Side View of Luggage
15
Trolley Housing
Expander
16
17
Ribbon
18
Sr.No.
Description
Specification
Measurement
Method
Dimensional Specification
19
8 2 mm
Checked by Scale
4 1 mm
Checked by Scale
10 2 mm
Checked by Scale
4 and 5 1 mm
Checked by Scale
profile
and
patch
stitching
All
3
large
parts
stitch
or
Decorative
4
Deck
Seam
(Top
Blind
should
Stitch
be
3-4
stitches.
b)
5
Deck
(Top
mm
should
seam
stitch)
be
4-6
Checked by Scale
stitches
c)
Join
should
stitch
be
4-6
stitches
6
Seam Overlap
Should
be
maximum 2 mm
Checked by Scale
to be placed in
hidden areas or
should
be
Checked by Scale
stitches.
20
10
All
Back
tack
&
Locking
Beading gap between
beading head & Fabric
Sew line mismatch
3-5 Stitches
Checked by Scale
1 mm max
Checked by Scale
2 mm Max
Checked by Scale
Aesthetics Specification
a)
Bobbin thread
should
seen
not
on
be
top
surface
and
needle
thread
should
not
be
seen on bottom
surface.
Thread Tension on top
11
b)
Stretching of
fabric
normally
fabric
by hand stitching
should
not
Checked
by
Visual Inspection
be
loose.
c)
When pulling
the
Thread
by
pointer or pen,
Thread should go
to
its
original
position.
Stitching
12
should
Straight
Line
be
Checked
by
Visual Inspection
21
Stitching
13
Line
Should
Not
on A Surface
Visible on A
Checked
by
Visual Inspection
Surface
14
Loose Thread
Not Acceptable
15
Wrinkles
Not Acceptable
16
Not Acceptable
17
Pinch
Not Acceptable
18
19
20
Component Missing
Checked
by
Visual Inspection
Checked
by
Visual Inspection
Checked
by
Visual Inspection
Checked
by
Visual Inspection
Checked
Not Acceptable
by
Visual Inspection
Should be ensure
correct
by
Visual Inspection
Not Acceptable
part
assembly
Should
21
Checked
Checked
by
Visual Inspection
be
ensuring there is
Checked
by
no part missing in
Visual Inspection
the assembly
22
Stitches Open
Not Acceptable
23
Skip Stitches
Not Acceptable
Checked
by
Visual Inspection
Checked
by
Visual Inspection
22
24
25
26
Needle Holes
Stitching on Beading
Head
No
stitching
on
fused
properly
28
Ensure
Must
by
Visual Inspection
beading head
Checked
Not Acceptable
Checked
by
Visual Inspection
Checked
by
Visual Inspection
Complete
insertion of the
Checked
by
Visual Inspection
outer binding
Checked
Not Acceptable
by
Visual Inspection
Functional Specification
Should
29
Zip Function
Smooth
be
&
No
Noisy
30
31
32
33
Luggage
tilting
or
Rocking
be
balanced
all
wheels
Trolley
Wheel
Function
Trolley
Should
Trolley / wheel
Function should
be smooth
opening
closing function
Excessive
trolley pipes
play
in
operating
Checked
on
Surface plate
Checked
by
operating
by
operating
by
Checked
Checked
Checked by Scale
at
uppermost
23
position
34
35
straps
buckles function
snap
Checked
Not Acceptable
by
operating
Checked
by
operating
Flaring should be
36
Riveting Improper
complete,
No
Cracks / Loose /
Checked
by
Visual Inspection
Damage
Material Related Specification
Shade
of
the
Fabric / plastic
parts/
37
Shade Variation
zip/
Threads
be
should
match
with
w.r.t
master
sample
Approved master
swatch
knots
38
Fabrics--weaving
marks,
defects
spots
&
line
Black
Not
Checked
by
Visual Inspection
Acceptable
should
be
properly
39
Fabrics--PVC
lamination
easily,
Checked
by
Visual Inspection
24
40
41
Lining
--printing
defects
Sliders,
Not
Acceptable
logo,
rivets
plating
should
not
be
peel off
sliders
logo surface
surface
by
Visual Inspection
Checked
Scratch
by
test,
Visual
Porosity
42
Checked
on
&
logo
Checked
by
Not
Visual Inspection
Acceptable
Sink marks, flashes,
scratch
43
plastic
marks
on
moulded
Not Acceptable
components--trolley,
Checked
by
Visual Inspection
wheels
44
PE Board should
not be broken and
Warp
Checked
by
Visual , bending
From the above table we see that luggage manufacturing process should maintain the
following specifications in every individual section such as Dimensional, Aesthetics,
Functional and material related issues. These specifications should follow to get a class
finished product.Quality control engineering is applied to ensure this particular
specifications on regular basis.
First of all Raw Material related defects should be indentified because raw materials are
the main input of a product. Fabric shade, scratch marks, flashes, PE board size defect are
the major defects in this section. Those defects can be eliminated through proper quality
checking by the help of measurement tools or visual inspection.
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Dimensional Specification is the most important factor to get intended shape and size of
a luggage. Some dimensional arrangements are maintained through measurement tools
and others through visual inspection. In this section stitching quality gets the most
attention. Stitching length, gap, margin, threads quality are maintained through proper
quality checking in every step of each sewing process. Machines layout has done for
every new process and operation and also ensure the quality of stitching by implementing
new technology.
Most of the Aesthetic specifications are investigated through visual inspection.The major
defects in this section are thread tension, waviness of stitch, pinch, wrinkles, needle holes
etc. Major parts of Aesthetic quality depends on operators skills and sense. Sometimes
sewing machine parts such as needle, folder, guide, rotary hook etc. can create aesthetic
defects. This type of defects should solve on spot or it will create serious quality issue.
Functional specifications need to follow in luggage mountings such as Zipper, Trolly,
wheels and rivet. Functional defects can create shocking impacts on customers mind
which can be dissolved through proper assembling of luggage. Checking mechanism has
done for functional defects before going to packaging section.
Last of all Packaging Material related specifications should maintain for proper
packaging. In packaging section various defects can be found such as logos, warranty
cards, polybags, cartoons etc.
26
Inline inspection: In assembly line generally check pints are kept for the critical
operations. In these checkpoints, 100% checking is done for partially stitched garments
27
and defect free pieces are forwarded to the next process. This type of checking is used for
high value garment.
Roaming inspection: In this case checkers roam around the line and randomly check
pieces at each operation.
Traffic light inspection system: Very few garment manufacturer use this inspection
system. In this system each operator is given a card for measuring their quality
performance. Quality checker goes to the operator and do random check for few pieces
and according to the inspection result, checker marked red or green on the card following
rating criteria.
Audit of the checked pieces: Very few manufacturers follow this audit procedure but
it is very essential checkpoint to assure that only 100% inspected garment are sent to
finishing from sewing department. And all defective pieces are repaired before sending to
finishing.
Final finishing Inspection: After pressing garments are again checked and passed for
tagging and packing.
Internal final audit: After garments are packed up to certain quantity, quality control
team, do audit of packed garments. This process is carried out to ensure that before
handing over shipment to buyer QC
If the completed work is being checked at each process and defective pieces are corrected
before handing to the next process than at the end of production there is very little chance
to have a defective at final inspection stage.
5. Poor line definition -- (e.g. too thick chalk; indistinctly printed line, perforated lay not
powdered) leading to inaccurate cutting.
6. Skimpy marking, --- caused by either the marker did not use the outside edge of the
pattern; or the pattern was moved or swung after partial marking to squeeze the pattern
into a smaller space for economizing the fabric. Marking back from miniature markers
also can cause trouble unless the miniature marker making is in the hands of experienced
operators. Alternatively the full size pattern may be having worn out edges.
5.2.3 SPREADING DEFECTS
1.Uneven Spreading:-Front edge of lay is not even, resulting in front or back edge of
marker not catching all ply.
2. Narrow Material:-Bolts or rolls of material too narrow to cover marker width.
3. Missed Sectional Breaks:-Sectional marker breaks too long or too short. Parts in lay
will be short or material wasted.
4. Improper Tension:-Cloth spread too tight or too loose, causing parts not to fit in
sewing or distorting dimensions of garments.
5. Mismatching Plaids:-Material spread too loose or too tight causing plaid lines to run
diagonally or bow.
6. Misdirected Napping:-Air pockets not removed. Napped material reversed in
spreading.
7. Improper Matching of Face of Material:-Not spread face down, face up or face to face
as required.
5.2.4 MARKING DEFECTS
1. Shaded Parts:-All component pans not included in same section.
2. Pieces not Symmetrical:-Will not sew together without puckering or pleating.
3. Not Marked by Directional Lines:-Bias will not lit together, causing twisting,
puckering. Pleating and a general mismatching of component parts.
30
4. Skimpy marking:-Marker did not use outside perimeter of pattern. Pattern moved after
partially marked to fit into space.
5. Notches and Punch Marks:- Left out., not clearly marked or misplaced.
6. Marker Too Wide:-Parts will not catch in lay, causing skimpy garments or requiring
results.
7 .Marker Too Narrow:-Results In wasted material.
8. Mismatched Plaids-Marker did not block component parts to match.
9. Misdirected Napping:-Patterns not marked in same direction and napped fabrics.
5.3 Best practices to control defect generation within our factory
There are few major steps should take to control defects generation in luggage
manufacturing industry. They are as follows
Make the workplace clean From fabric store to cutting to sewing to washing and
finishing.
Place quality control system in place. I mean sufficient no. of checkers, trained
checkers, checkers making report while checking, analysis of reports and take action
based on the quality check reports.
Conduct training program for the checkers on how to check piece correctly to capture
defective pieces. Train them to make garment checking reports.
Quality standard must be understood by each employee and everybody have to work
to meet quality goal.
In sewing line dont allow operators to keep bundles open and each bundle must be
completed before forwarding to the next. It will help you track missing pieces. As per
my experience, operators throw pieces under tables when they make mistake or
receive defective (incomplete) garments from previous operator. Nobody keeps track
of these missing pieces until you found shortage of garments in finishing.
31
Set standard operating procedures (SOP) for each task performed by your employees.
SOP for quality control system for each department.
5.4 FINDINGS
Quality and the Top Line
There are two ways in which quality has a direct and dramatic impact on financial
performance: customer satisfaction and leakage. Let's look at each one.Customer
satisfaction drives top line growth: customer retention and new customer development.
The research is extensive. Satisfied customers spend more money, buy higher margin
goods and services, cost less in service and support, and recommend you to other
customers. Dissatisfied customers are likely to leave you. But before they leave they will
cost you lots of money in complaints and extra service. They will only buy products when
they are on sale. And if they are not happy they will speak ill of you to eleven other
people.It costs ten times as much time, effort and money to win new customers than it
does to keep the ones you have. Consider the cost of replacing unhappy customers, the
damage to your reputation, and the positive financial impact of happy
customers. This is why maintaining satisfied customers should be your number one
priority. The easiest way to keep customers happy is simply to do what you promise to do,
or meet your own requirements. These may include products or services provided,
schedule, cost, or how the customer is treated. They should all be part of your company's
performance standards and that drives top line revenue.
the leak is likely to be creating customer dissatisfaction as well. The leakage issue is even
worse than we think. The money that is spent to address an issue would otherwise have
dropped to the bottom line - these are profit dollars. For example, if a company makes 10
percent profit, then every dollar spent through leakage requires 10 revenue dollars to
replace it. If a roofer earns $5000 (after materials) for installing a roof and
works at a 10 percent profit margin, he makes $500 profit. If he has to send a service
technician back and spend $250 dollars in time and salary to conduct the repairs he just
lost 50% of his profits on that entire $5,000 job!
What does it take to achieve these breakthrough results? Here are the core elements:
1. Commitment by the senior management team. The senior team has to understand that
this is a true cultural change - understanding the causes of quality issues and
empowering individuals to change the way the organization works to achieve sustained
improvements.
2. Definition of core requirements with a measurement system. All companies have some
defined measures. But very few companies measure all their requirements. Most
companies have good financial measures, sales measures, and productivity measures. But
many other requirements don't get measured - especially those that are "softer" or not as
easy to measure. Building a balanced scorecard is an essential quality baseline.
3. Mapping the core cross-functional business processes. Process maps describe the
workflow of an organization. Most companies have well-defined work processes within
their departments, but poor handoffs across departments. Process
mapping the value stream of how a company performs its work often shows where quality
issues occur. Root causes usually occur upstream - earlier in the process - than when it
shows up in the work. Mapping and assigning owners to core cross - functional processes
is an essential ingredient of a quality system.
4. Customer feedback and satisfaction. Every organization needs a vehicle for measuring
customer satisfaction on a regular basis, and for addressing any issues that are impacting
desired satisfaction levels.
CHAPTER 6: CONCLUSION
6.0 Conclusion
Quality control provides a vision that focuses everyone in an organization on quality
improvement. The pursuit of quality improvement is not only requested by the market but
33
also driven by the need to survive. Manufacturers must make quality products better,
faster, and cheaper than those of their competitors. Adoption of effective quality
management strategies will be one of the most crucial factors for success in the luggage
industry. Overall, we can suggest that quality management practices have positive impact
on productivity and profitability.
In summary, the findings of the empirical study are clear, and suggest several things.
Firstly, to continue worldwide brand image of VIP luggage, they have to give top most
priority on Quality. Secondly, VIP industries follows diverse Quality Control Mechanism
to increase product quality as well as productivity. Every process regarding bag
manufacturing follows few major quality specifications. Thirdly, there are few defects
found in process of luggage manufacturing which can be resolved through various
processes. Fourthly, by implementing quality control system VIP luggage achieve
customer satisfaction and improve market share. Finally, we can say that Quality control
system is continuous process. It requires quality measurement, employee focus, supplier
relations, proper training of quality people as well as all employees of the organization,
continuous assessment of quality issues, proper checking in every steps and motivation
towards brand image of the organization. It is aimed at improving processes, eliminating
mistakes, and satisfying customers (customer focus). No doubt quality and productivity
go hand in hand.
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Campanella, J., Principles of Quality Costs, Principles,implementation and Use, 1999,
ASQ Quality Press, Milwaukee,Wisconsin.
Dale, B. G. and Plunkett, J. J., Quality Costing, 1991, Chapman & Hall, London.
34
Jaju, S. B. & Lakhe, R. R., Quality Cost Measurement: Problems and Suggested
Methodology for Estimation 10th World Congress on Total Quality, Jan, 2000, Mumbai.
Jaju, S. B., Lakhe, R. R., Bhagade S. S., Mathematical Interrelationships among Quality
Cost Categories for a Manufacturing Sector Industrial Engineering Journal, Vol. XXXVI
No.3, 2007, pp 32-41, ISSN 0970-2555.
Roden, S. & Dale, B. G., Understanding the language of quality costing, The TQM
Magazine, Vol. 12, No.3, 2000, pp179-185.
Roden, S. and Dale, B. G., Quality costing in a small engineering company : issues and
difficulties, The TQM Magazine, Vol. 13,No.6, 2001, pp388-399
VIP industries Quality Bulletin,vol. 2,2011
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