MEXICO BRANCH

Master of business administration

Section G

Operation management group assignment

Visit report on quality management practice of Pittard’s company

Group Members

Addisee chane…………………. MBA/0470/14

Amsalu yehuala…………………MBA/0477/14

Mekonen fishaye………………MBA/1022/14

Tiruneh yessie…………………MBA/0458/14

Tsega belay……………………MBA/0552/14

Zewudia molla…………………. MBA/0559/14

Submitted to Dr. Mesfin

Date 12/08/2022
TABEL OF CONTENT

Contents

Part one.......................................................................................................................................................................3
1.1 Introduction.......................................................................................................................................................3
1.2 Organizational Profile of the company..............................................................................................................3
1.3 Objective of visit...............................................................................................................................................4
Part two....................................................................................................................................................................... 4
2.Literature review......................................................................................................................................................4
Part three...................................................................................................................................................................10
3. Visit report............................................................................................................................................................10
Part four.................................................................................................................................................................... 21
Recommendation and suggestion..............................................................................................................................21
Reference.................................................................................................................................................................. 24

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 Part one

1.1 Introduction
Ethiopia has the most populated livestock in Africa. This enables the country produce more leather
product. But to export those products to world market the exercise of quality management in leather
industries is necessary. Our group member committed to visit one of the country leather product industries
which is Pittard’s products manufacturing to observe the strength and weakens of the company of
exercising quality management to achieve company goal.

1.2 Organizational Profile of the company

PITTARDS PRODUCTS MANUFACTURING S.C is a company located in Addis Ababa, Ethiopia. The
company is mainly working in Leather and Leather Products business sectors. Pittard’s was established by
Charles Pittard in Yeovil, Somerset, in 1826 as a leather dressing business supplying the many glove
makers in the local area. Originally, Pittard’s would have worked only with local Somerset sheepskins,
but in the early 20th century the company began sourcing from Africa. It was recognized that Cabretta or
“hair sheep” skins were more suitable for glove making with their finer hair follicles and high tensile
strength.

it is UK based Leather industry and it was established by Charles Pittard’s in Yeovil, Somerset, in 1826 as
a leather dressing business supplying the many glove makers in the local area. In Ethiopia the company
has operated its tannery in Edjersa since 2005 and processes both hides and skins in the manufacture of
leather for gloves (including premium sports gloves), footwear and footwear linings here. The majority is
shipped overseas to the manufacturing facilities of worldwide brands, making it the leading leather
exporter in Ethiopia – but is also an important local supplier. Pittard’s product manufacturing (PPM) has
been recognized for its integrity for the second year running, receiving an award together with
certification for loyalty, accuracy, best practice and transparency in its business on 17th September 2020.
The main reason that motivated this research is observing customer, production team complaints and loses
of loyal customers of company.

During the early twentieth century, the company developed skills in dyeing leathers and imparting
technical qualities such as waterproof and washable leathers – a major breakthrough that drove sales of

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dress gloves, as well as establishing partnerships with the military for better performing gloves for
soldiers and pilots

1.3 Objective of visit

 To identify the various quality management practices available in Pittard’s
 To identify the factors that affects the implementation of quality management techniques in
Pittard’
 To examine the procedures used to measure quality in the company
 To describe the contribution of quality management to achieve organizational goals in Pittard
 To evaluate the strengths and weakness of the company in its performance measurement practice.
Part two

2.Literature review

Quality management practice

Best Practices

The following are recommended best practices for Quality Management.

 Document – Quality measures and metrics should be centrally documented.
 Involve Stakeholders – Involve project participants and stakeholders in the identification and
definition of project quality standards.
 Solicit Feedback – Solicit feedback from the project team, customers, and stakeholders regarding
quality metrics, proposed measures, and quality baselines.
 Be Proactive – Focus on detecting and addressing quality early in the project life, before it
becomes an issue.
 Iterative - Project Quality Management is an ongoing, iterative process that is conducted
throughout the project lifecycle.
 Track Trends – Trend quality metrics and measures over time to provide a graphical representation
of the trend of the project’s conformity to defined quality standards.
 Review - A regular review of quality standards, metrics, and measures is good project management
practice. Depending on the complexity of the project the review process may happen daily but
should happen at least weekly for even the simplest projects.

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  Thresholds - Establish agreed upon thresholds that define when certain corrective action needs to
be taken to bring project performance back within acceptable boundaries of performance which are
outline within the QMP.

 Analysis - Analyze the impact of quality on the product, project, and program.
 Act Quickly - Obtain quality feedback as quickly as possible to avoid escalation of potential
quality issues.
 Archive Quality – Quality measures and metrics should be archived as historical project data
and incorporated into the organization’s lessons learned.
 Disseminate Quality - Disseminate appropriate quality measures and metrics data to the project
team and appropriate stakeholder.
 Continuous Improvement – Constantly look for ways to increase project quality.
Practice Activities

To implement the practice of Quality Management specific activities are required. These five activities
are outlined below along with how they align with quality planning, assurance and control.
PMI PMBOK Six Sigma – Total Quality Management Activities
Quality Planning Define Project Quality
 Identify customer quality standards and expectations
 Identify internal project quality standards and expectations
 Identify organizational quality standards and expectations
 Identify regulatory quality standards and expectations
 Determine business processes involved by your quality plan
 Define customer and project goals, quality standards, critical success
factors, and metrics for which to measure success
 Identify acceptance criteria for project deliverables and product
performance
Quality Planning Measure Project Quality
 Identify desired metrics and related monitoring processes for which to
measure quality standards
 Develop a plan for measuring quality

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  Agree upon methods for data collection and archiving
 Determine timeframe for measurement and metrics reporting
Quality Assurance Analyze Project Quality
and  Analyze quality data
Quality Control  Identify opportunities for improvement
 Eliminate gaps between current and desired levels of performance
Quality Improve Project Quality
Assurance and  Do things better, cheaper, and/or faster
Quality Control  For projects, eliminate unsatisfactory performance
Quality Control Control Project Quality
 Control improvements by identifying owners of ongoing
monitoring and improvement of project processes
Factors that affect the implementation of quality management techniques

Top Management Commitment

Leadership
Critical resources
Management involvement

Employees training
Relevance of training
Frequency of training
Timeless of training Total Quality Management

Organization culture
Group culture
Development culture
Rational culture
Hierarchical culture

Communication
Internal communication
External communication 6
Procedures used to measure quality

At the highest of levels, as a concept of continuous improvement, quality management as

a function of project management involves planning, doing, checking, and acting to
improve quality standards.
 Planning – Assesses the project’s current level of
quality, where that level needs to be, and then
develops an effective and workable plan with
specific targets for improving quality.
 Doing – Implements the planned solution or change.
 Checking – Reviews and evaluates the results of the
implemented change and its affect on project quality
and ensures that there are no negative consequences.
 Acting – Takes action based on what was learned
from implementing and evaluating the planned
change. Continue repeating the cycle until the
project quality objectives have been achieved.

contribution of quality management to achieve organizational goals

Quality is one of the topmost principles of management. Maintaining the spheres of quality in

each and every facet of the business helps the firm to attract loyal customers, keep the cash
flows regular, and beat the competition in the market.

Understanding and following Importance of Quality Management is not only the

responsibility of the top management of the firm but also of each and every employee as well.
It ensures customer satisfaction to the core and helps the firm to carve a niche for itself in the
market and industry as a whole.

Importance of Quality Management

1) Consistent quality and make of the products

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It is highly imperative for the firms to plan, design, execute, and manufacture
the product offerings for the target market realizing the Importance of Quality Management
and maintaining the parameters of total quality management at every facet.

2) Ensures long lasting efficiency

When we come to talk about the factor of efficiency whilst discussing the Importance of
Quality Management, it is not only confined to the working efficiency of the staff that is into
the manufacturing of the products but also to the each and every employee of the firm and
even the types of machinery.

When all the employees of the firm right from the engineers to the sales managers understand
and follow the Importance of Quality Management, it improves their efficiency as they know
that the product that they are manufacturing and selling is best in class. The confidence and
agility that is gained understanding the overall process, elevate their efficiency in manifolds.
And all of it has a cascading effect on the overall sales and profits of the firm.

3) Higher productivity levels

When the firm realizes and follows the Importance of Quality Management in each of its
business operations, there is a rise in the productivity of the employees

4) Attracts a loyal set of customers

It is the thumb rule of every business and industry domain that the business can successfully
survive and thrive in the ever-competitive market only if it is able to retain the long list of
loyal customers.

5) Beat the competition in the market

For successfully survive and thrive in the market that is all-time high on the competition for
the new as well existing brands, it is vital for the firms to understand the Importance of
Quality Management and make it as an integral part of its objectives and work culture.

6) Enhanced brand value

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In continuation of the above-mentioned point, every brand needs a higher market share and
an enhanced brand value. And it is the aspect of following and astutely understanding the
Importance of Quality Management that helps the firm make its brand value and equity soar
amongst other prominent players of the market

7) Customer Satisfaction:

Customer Satisfaction and following the Importance of Quality Management go hand in

hand. Realizing its importance at each and every level of your business operation ensures the
higher level of customer satisfaction and happiness.

Majority of customers today wish to go for the products that are high on quality and they
don’t mind paying an extra amount of money for the same. And if there is any sort of glitch
in the quality of the products, the customer realizes the same at the very same moment and
perceives the brand in a negative light.

8) Reduced risks

Yet another aspect that helps the firm to enhance and maintain its brand value in the market is
the reduced amount of risks. And risks only occur in the business operations when the firm
does not adhere to the parameters of quality.

Less human errors

When the firm follows the Importance of Quality Management, it also follows a set of
guidelines and principles that have been framed for each of the business operations. And right
from the top management to the management trainees of the firm, all of them have to follow
the same. This result in the smaller number of human errors enhancing the productivity and
work efficiency levels. Plus, with less human errors there is a very low chance of risks.

the strengths and weakness of the company in its quality management practice

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 Part three

3. Visit report

Interview questions
The purpose of this interview is to gather information about the main reason behind Ethiopian
leather underperformance and what kinds of techniques are applied to improve quality in
Pittard’s product manufacturing. Your contribution and honest responses are very important
in the study and will help gain better understanding the role of quality improvement
techniques on the productivity and profitability of Pittard’s product manufacturing. Your
response will only be used for research purpose.

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 t
N Answers i
o Equations m
. e
What by using quality input raw
1 Quality material, Considering
. improving customer
techniques requirements, giving
you used to training for employees,
wards Considering customer
operational requirements
performance
?
What are the lack of available qualified
2 factors that raw material, lack of
. influence the educated worker, shortage of
performance, infrastructure, political
quality, and instability
availability
of the plant?
What Supplier selection, quality
3 producers control, check the quality of
you use to final product by physical and
improve chemical checking method
quality
What is the Build Confident and
4 contribution Consistent, increase
of quality efficiency, improve costumer
management satisfaction, reduce level of
practice? risk

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This report is a follow-up Pittard Leather and Leather Products Industry, which was the
outcome of an exhaustive survey carried by our group members. It is intended to assist the
Organization in the formulation of future assistance programs and in detecting areas where
further study of various kinds may be useful.

1. quality management practices available in Pittard’s

quality improvement techniques applied by the company are

Using quality input raw material

Considering customer requirements

Giving training for employees

Chalk equipment and machineries before production

Employment skilled manpower

Bench marking

Design quality product

Creating comfortable work environment

Solving HR related problems

A. Using quality input raw material

Pittard’s technical expertise and continuing program of research and development has driven
the engineering of a broad range of performance leathers. Incorporating technical qualities
such as resistance to water, fire, chemicals, abrasion, microbes and staining, Pittard’s leathers
provide the freedom to design products for a wide range of end uses.

Pittard uses local sheep skin for manufacturing leather products since Ethiopian high land
sheep skin is the most suitable raw material for production of leather products.

High-quality sheepskin should have a nice, natural ivory tone, unmarred by stains or
discolorations in the underlying wool. Premium sheepskins in other colors should display the
same clean look, with no visible imperfections

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Ethiopian sheep skin is stretchable, flexible, higher tensile strength water proofing and
durable due to this reason pitta red use sheep skin for their product.

B. Considering customer requirements

Pittard considers customer requirement during production of product Customer requirements

refer to the specifications or features of a product or service that are deemed necessary by
customers. These requirements motivate customers to buy a product or service. To determine
customer requirements, companies can research their target market to understand their desires
and needs. They can also take a more direct approach by asking their customers for feedback
through polls, surveys or social media.

The quality of a product or the materials used to manufacture it can impact purchasing
decisions. The definition of quality can vary but may refer to its durability. A customer may
consider a high-quality product to be one that lasts a significant amount of time, rather than
one that breaks easily.

Quality can also depend on the customer's preferences. For example, they may prefer buying
organic foods because they believe those foods have benefits that create a higher quality
product. Similarly, a customer may want to purchase a sweater made out of a natural fiber
such as cashmere rather than a synthetic material like polyester. Both options serve the same
function, but the customer has a particular opinion on which materials provide more quality.

C. Giving training for employees

Training is the tool that can assist that goal and lead to overall quality improvement for the
company, it's structure, and customer satisfaction. Training a workforce to the highest
standards will improve product quality, decrease employee anxiety, increase performance,
and ultimately give focus to the customer.

Chalk equipment and machineries before production

2. Factors affecting quality management practice

Pittard’s Leather Company is under performed due to different quality related problems. The
cause of quality related problems in petards are raw material, unskilled man power,
discarding customer requirement, equipment and missionaries, absence of bench mark, poor
design product, bad work environment, HR related problems and lack of tanning. Based on

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the findings in the previous sections, input raw material and equipment and missionaries are
the main causes of quality problems in leather industries need much improvement. The
leather value chain consists of three broad sub-sectors: animal husbandry, processing and
marketing of RHSs, and tannery and leather goods processing. Each of these sub-sectors
involves many actors and stakeholders that affect the quantity and quality of supply of RHSs
and leather products directly or indirectly. Maintenance department of these industries should
be well equipped with resources to assure the cost-effective availability of machines to
increase productivity.

3. Procedure used to measure quality management practice

Supplier selection
The quality of your supplies needs to be consistent - your customers associate poor quality
with you, not your suppliers. Equally, if your supplier lets you down with a late delivery or
faulty supplies, you may let your customer down.
quality control
Quality control (QC) is a process through which a business seeks to ensure that product
quality is maintained or improved. Quality control involves testing units and determining if
they are within the specifications for the final product.

Testing the chemical properties of leather determines the quality and durability of leather
goods, and lets you know whether your finished product meets the legal trading requirements
for the international market.

We’re going to look at how manufacturers benefit by performing chemical and physical tests
on leather, as well as at some common lab testing methods used to ensure that leather
products are fit for the consumer market.

How Do Manufacturers Benefit from Testing Leather Products?

Protect your brand with quality assurance and customer confidence

Ensure you comply with REACH regulations

Earn an Ecolabel

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Be prepared for risk assessment

Leather tanneries and manufacturers use a wide variety of methods to give leather a certain
look and feel, depending on the hide’s ultimate application. Some of those treatments are
detrimental to the quality and durability of the leather, but could go unnoticed by the
manufacturer unless the material is professionally tested before shipping to stores.

Under EU trade regulations, leather good manufacturers must be able to prove their products
are safe for customers and the environment. Testing the chemical properties of leather
products will ensure compliance, as well as the right to use the Ecolabel.

Chemical Tests for Toxic Dyes in Leather

The leather dyeing process uses azo colorants that can break down to produce toxic chemicals
known as aromatic amines. These carcinogens are tightly regulated by the EU and other
nations, so manufacturers using leather must be confident their products don’t contain the
banned substances.

Testing Methods

Two standard chemical tests are used to detect restricted chemicals in leather products by
leather extraction and chemical reaction:

EN ISO 17234-1:2010, Part 1: Determination of certain aromatic amines derived from azo
colorants

EN ISO 17234-2:2011, Part 2: Determination of 4-aminoazobenzene

Testing Leather for pH Value

The measure of leather’s acidity or alkalinity tells you about the durability of your finished
product. The pH value can also indicate the quality of the tanning or dyeing process used.

There are two standard methods for testing the pH of leather. The tests can be done in a
solution or on the material itself.

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What Are the Testing Methods?

Using damp indicator paper on the product is non-destructive and gives an approximate
result. A more accurate method involves cutting the leather and testing it using the EN ISO
4045:2008 standard.

The pH value is measured on a logarithmic scale of 0-14. Actual values can be less than 0
and higher than 14, but as a rule of thumb, the following ranges apply:

What Do the Test Results Mean?

Chromium-tanned leather is quite acidic: pH 3.2 - 5.5, which is normal. However, higher
levels of acidity could indicate that low-quality tanning procedures were used, and the leather
will degrade prematurely.

By contrast, an extremely alkaline result could indicate that dye fixation was performed
poorly, and the leather’s colour won’t last a long time.

Testing Leather for Chromium VI compounds

Chromium (VI) is a chemical produced during the leather tanning process. As it is known to
cause severe allergic reactions on contact with skin, leather products placed on the EU market
must not contain chromium VI in concentrations over 3 mg/kg.

What Are the Testing Methods?

EN ISO 17075 Chemical Determination of Chromium (VI) Content in Leather lists various
extraction methods involving chemical solutions that can be used for the tests. The results are
defined as colorimetric or chromatographic.

What Do the Test Results Mean?

A result of pH 7.5 - 8 indicates the presence of chromium (VI), which should not be equal to
or exceed 3 milligrams per kilogram (0.0003%) of the total dry weight of the leather.

Physical Tests for Leather

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The durability and quality of leather products is evaluated in physical tests that emulate how
the finished product will be used by the end user. Here are some examples of the tests
conducted at QIMA labs. Note that these tests do not apply to wet blue leather.

Resistance to Wetting (spray test)

A qualitative evaluation of the leather surface or coating’s repellence to water.

Adhesive Properties of Finishing

Tests the tendency of cloth to adhere to finished leather.

Tear Load Test

Measures the load required to tear leather through two holes in the test specimen. Also used
to determine the stitch tearing resistance of leather using a double hole tear.

Tensile Strength Test

Gives a reliable indication of the quality of the leather for development, control, specification
acceptance, and service evaluation of leather. Uses a 12.7-mm wide specimen to test the load
required to rupture.

Colourfastness Test

Intended specifically for colored leathers, with or without surface coating, this test determines
how well leathers withstand frequent laundering and whether staining of adjacent textile
materials occurs.

Relative Stiffness Test

A torsional apparatus is used to measure the relative stiffness of gloving leathers

Physical Leather Testing

Eurofins | BLC’s range of physical leather testing includes tests to establish leather
performance and quality for a range of applications:

BS EN ISO 2589:2016 - Thickness

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BS EN ISO 17186:2011 - Finish thickness (thickness of surface coatings)

BS EN ISO 17235:2015 - Softness

BS EN ISO 2420:2017 - Density

BS EN ISO 5402-1:2011 - Flex resistance by fluxmeter method (Bally flex)

BS EN ISO 5402-2:2015 - Determination of flex resistance by the vamp flex method

BS EN ISO 4684:2005 - Determination of volatile matter (moisture)

ASTM D6116-00 - Standard Test Method for Blocking

BS EN ISO 4045:2008 - Determination of pH value and difference figure of an aqueous

extract

Water Spotting (Water Staining), Water Fastness & Perspiration Testing

Eurofins | BLC can test a finished product or sample to measure the resistance to water
spotting on the leather:

BS EN ISO 105-E07:2010 & BS EN ISO 15700:1999 - Spotting: water (water spotting)

BS EN ISO 11642:2012 - Water (water fastness)

BS EN ISO 105-E04:2013 & BS EN ISO 11641:2012 - Perspiration

Leather Finish Adhesion Testing (Wet & Dry)

Eurofins | BLC can test the adhesive properties of various finishes for leather, PU, PVC and
other synthetic alternatives:

BS EN ISO 11644:2009 - Finish adhesion

Leather Tear Strength Testing

Eurofins | BLC offer a variety of leather tear strength tests for multiple end uses:

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BS EN ISO 3376:2020 - Tensile strength and percentage extension

BS EN ISO 3377-1:2011 - Tear load – single edge tear

BS EN ISO 3377-2: 2016 - Tear load – double edge tear – Baumann

Light Fastness*, Colour Fastness & Colour Migration Testing

Eurofins | BLC provides a range of lightfastness, colour fastness and migration tests for
leather, textile and synthetic alternatives. Eurofins | BLC tests can determine the resistance of
fading, bleeding, running of dyes or pigments, and colour migration:

BS EN ISO 105-B02:2014 - Light (light fastness)

BS EN ISO 15701: 2015 - Staining of PVC (PVC migration)

Rub Fastness Testing

Eurofins | BLC rub fastness testing measures the resistance of colours in leather to loss under
rubbing:

BS EN ISO 17700:2019 Part A & B - Colour fastness to rubbing (rub fastness)

Cold Crack Testing of the Leather Finish

Finish cracking can be a common leather problem which can be caused by specific
environmental conditions, therefore Eurofins | BLC recommends that leathers are tested for
their resistance to cracking:
BS EN ISO 17233:2017 - Crack cold resistance

Leather Dry-Cleaning & Wash Fastness Tests

Where leather goods need to be dry cleaned or washed on a domestic or commercial scale,
Eurofins | BLC can test their ability to resist fatigue, fading and failure.

Specialist dry cleaning testing services available

BS EN ISO 105-C06:2010 - Color fastness to domestic and commercial laundering (color

fastness to washing)

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Abrasion Resistance Testing (Including Taber Method)

Eurofins | BLC can test a range of leather types (including PU and synthetic alternatives) for
their resistance to abrasion:

Taber Method

BS EN 13520:2002+A1:2004 - Abrasion resistance (Martindale)

check the quality of final product by physical and chemical checking method

CHEMICAL TEST LIST

The Leather Research Laboratory specializes in the following chemical test procedures:

Fungicide content: HPLC

Moisture content: ASTM D 3790

Hexavalent chromium (Cr VI) content: ISO 17075:2007

Formaldehyde content: ISO/TS 17226:2003

Azo colorants (carcinogenic aromatic amines) : ISO/DIS 17234

Heavy Metal Migration / Safety of Toys: ASTM F 963-07 | EN 71-3

Heavy Metal Content Various: ASTM & ISO

VOC & aldehyde emissions

Chromic Oxide in Wet Blue (Perchloric Acid Oxidation) : ASTM D 6656

Chromic Oxide in Leather (Perchloric Acid Oxidation) : ASTM D 2807 Ph ASTM D 2810

Hexane Extraction of Leather (provides fat liquor content): ASTM D 3496

Shrinkage Temperature (measures effectiveness of tannage): ASTM D 6076

Nitrogen Content (Kedah) & Hide Substance Content of Leather: ASTM D 2868

the contribution of performance measurement to achieve organizational goals in Pittard

Build Confident and Consistent, increase efficiency, improve customer

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satisfaction, reduce level of risk
Improve customer satisfaction by
 Offer multi-channel support.
 Make collecting feedback a company process.
 Measure customer satisfaction regularly.
 Ask for feedback across all touchpoints.
 Actively ask customers for feedback.
 Share feedback across all your teams.
 Reply to all feedback.
strengths and weakness of the company in its quality management practice.

Strength of company: Pittard’s leather and leather product company produce quality product
for international market. Quality control was exercised my measuring the end product quality
by both physical and chemical test to produced comfortable product for customer.

Weakness of the company includes hiring unskilled manpower, absence of benchmarking,

lack of predictive maintenance of machine and equipment, lack of regular training of
employee and so on.

Part four

Recommendation and suggestion

In developing such a framework on quality improving techniques, the report would like to
forward the following suggestion to concerned body to discharge their responsibility in the
development of leather industry operational performance and productivity.

Traditional husbandry practice deteriorates the quality of RHSs produced by the farmers is
the main cause of poor quality RHSs in leather manufacturing industries. Farmers should
participate in relevant training programs and be provided with information leaflets on
methods of increasing animal productivity. Veterinary and agriculture extension personnel
should assist farmers in adopting modern livestock management techniques, including the use
of manufactured animal feeds. Wherever possible, central slaughterhouses should be
established. In the current Ethiopian context, there will always be slaughter at homes, farms
and in isolated villages. Training in proper flaying, curing and storage techniques and wide
distribution of tools and literature in local languages are essential.

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Management must focus on the identified Quality related problems and allocate sufficient
resources to improve the quality and achieve higher levels of satisfaction in the industry
which can provide an advantage over Daily, weekly, and monthly checklist should be
available for every machine.

Inspected by operators, mechanics and electricians. The frequency of inspection should

consider the equipment history as well as factors like status of the equipment. Here all
industries should have at least one planner, who can manage this task, to have effective
preventive maintenance schedule other industries in retaining the competitive environment.

The main aim of LLPTI Laboratory services, Providing Quality testing services to the leather
& Leather products sector of Ethiopia is to advice technical issues pertaining to quality and
standards problems related to their products and materials and to manage and upgrade the
laboratory to instill quality systems, but leather industries are not use it, even though Ethiopia
leather industry development institute should facilitate to measure quality standard for leather
industries.

Ethiopia leather industry development institute (LIDI) and ministry of farm needs to
link to work together to improve quality and increase productivity in the leather sector.

Pittard industries; -

 To get skilled and qualified manpower for operating on the new proposed model the
necessary training should be given. Otherwise, the system could not bring meaningful
significance for this factory.
 To improve the management communication system between departments.
 To give priority on reducing defect level, long transportation of raw material, lack of
skill manpower, work in process and decreasing down time are potentials for quality
improvement.
 It is also recommended that the factory will be beneficiary if implement the newly
developed model. Because these is an organized and sustainable quality improvement
technique.

Finally, further report can be made on the Quality and productivity improvement in Ethiopian
leather industries through capital resource other than maintenance and through human

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resource. Since leather industries are one of the potential economic sectors, further studies on
the mentioned areas helps to earn more for the country.

Reference

Meron Tilahun (June, 2021). productivity of leather Industries and the role of quality
Improvement techniques a case of Pittard’s product manufacturing

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Abegaz tadesse. (June, 2015). the nexuses between quality management practice and
operational performance of Ethiopian leather industry ‘s. Mary University school Of
Graduate Studies.

Alem Asfaw (2016), Problems of Ethiopian Leather Industries, collage of

business and economics, Addis Ababa university, Ethiopia.
Birhanu Beshah & Daniel Kitaw(nov,2019), Mechanical Engineering Department
(Industrial Engineering), Addis Ababa Institute of Technology, Addis Ababa,
Ethiopia.
BLC - (British Leather Confederation) Research contract for UNIDO March 1996

https://www.mdpi.com/

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