A Study On Total Quality Management
A Study On Total Quality Management
A Study On Total Quality Management
A PROJECT REPORT
Submitted by
SURENDRA KU. TRIPATHI
(10TM31)
1
Certificate
2
CERTIFICATE
This is to certify that the project work titled A STUDY ON TOTAL QUALITY
(Textiles).
DIRECTOR
3
Acknowledgement
4
ACKNOWLEDGEMENT
I take this opportunity to express my gratitude to Prof. Mr. S.R. Pujar, Director-
SVPITM for giving me an opportunity to pursue my project at SHAHI
EXPORTS PVT.LTD, BANGALORE.
I would also like to express my deep sense of gratitude to Mr. Shankar P. Manager
TQA (Total Quality Assurence), for mentoring and guiding me – as my Organizational
Guide - in all phases of my project work and its subsequent completion.
The staff members at Shahi Exports Pvt. Ltd always offered their support promptly and
patiently, which made my stay at my research place smooth and easy going.
I would also like to thank my friends who were always there for patiently listening to my
research work, having pleasant discussions, and for being a source of encouragement for
the project work.
5
CONTENTS
1. ACKNOWLEDGEMENT 5
2. LIST OF TABLES 7
3. LIST OF FIGURES 8
4. EXECUTIVE SUMMARY 10
12
5. INTRODUCTION
43
6. THEORY OVERVIEW
55
7. METHODLOGY
61
8. ANALYSIS AND INTERPERTATION
106
9. FINDINGS
108
10. SUGGESTION
11. SWOT ANALYSIS OF SHAHI EXPORTS PVT.LTD, 109
112
12. CONCLUSION
113
13. APPENDICES
120
14. BIBLIOGRAPHY
6
LIST OF TABLES
7
LIST OF FIGURES
8
17 Figure 4.17; Rejection Report for 25 July 2011 90
9
Executive Summary
10
EXECUTIVE SUMMARY
This study was undertaken to analyze and understand the Total Quality Management in
Shahi Exports Pvt.Ltd,Banglore This study indicates the importance of Total Quality
Management and its factor which can enhances the productivity, quality, performances of
the organization. Management is an art of getting the work done by the people. TQM as
a management philosophy that is generally accepted as a strategy to improve the
productivity of Organization. .
TQM are of the opinion that management techniques, tools, and systems
can be used as a means of collecting and displaying information in ways to help the
human brain grasp thoughts and ideas that, when applied to physical processes, cause the
processes to yield better results. The quality management literature provides a wide range
of quality management tools, techniques, and systems most commonly found in quality
management.
The objective of study in Shahi Exports, to study the total quality management of Shahi
Exports Pvt.Ltd;
To study the awareness among the employees about the quality measures taken by Shahi
Exports Pvt.Ltd.
To study the quality system followed by Shahi Exports Pvt.Ltd.
The study was further initiated with the help of Shahi Exports with their valuable
information and responding to the survey. A questionnaire comprising of 10 questions
was distributed among the Employee and three production lines taken for the purpose of
data collection. The analysis was carries out after feeding the respondent data into
Percentage Analysis. For Quality analysis I was use some TQM tools for quality defect in
production.
The study reported further examines the various factors which are responsible for
influencing the Employee of Shahi Exports to be satisfied, Checking quality system. This
11
Chapter – 1
Introduction
12
CHAPTER – 1
INTRODUCTION
13
referred to as Total Quality Management (TQM). Whichever name is
becoming more demanding and are seeking higher quality, better value,
14
NEED FOR THE STUDY:
The need of the study is to find the quality of work life of the employees who are
working in the organization. This study helps to know about the satisfaction level
benefits, Training given by the Organization. This also helps to find what the
quality work life and with the help of it I was also finding out quality defects in
Main objectives:
2. To study the awareness among the employees about the quality measures
culture in the Integrated Development Plan (IDP) of the SHAHI EXPORTS. The
IDP is the principal strategic planning instrument that guides and informs all
in the local area and supersedes all other plans for quality development.
15
Limitations of the Study:
1. The study is confined to only limited area so that the results cannot be
generalized.
4. Small sample size and limited area of investigation which might not be true
5. The Quality of work life is vast subject the most common factors that are
influencing the Quality of work life only were considered for the study.
6. In a production unit they were give me only three line for collecting defects.
16
LITERATURE REVIEW
customers is not constantly improved upon, competitors will take over that
Throughout the centuries, people shared the same objectives. The provision
of service and the regulation of urban space in relation to the quality of life.
and informal settlements, the collapse and legacy of apartheid, costly urban
The TQM philosophy seems to be the answer because it can make the
connection between the needs for efficiency in production and for greater
towards improving the quality of life for all in the 21st century.
17
(Thompson, 2005: 168)
in the delivery of quality services to the public. Limited options create the
predicament where acceptance of less than quality can become the norm.
and exceed the public needs, to understand and satisfy expectations, while
18
The Batho Pele principles and the IDP;
TQM principles;
management;
quality of electricity supply does not imply an increase in its use. In addition,
processes. The incentive to reduce costs is not as urgent for a publicly owned
19
Tan (1997: 151),
Argues that even those organisations that deliver superior services must be
careful not to lose their momentum. The drive that brought them to
positions of service quality leadership in the public sector may not remain
organisations that are provided for by legislation along with any past
change.
pride and its history of improvement well into the twentieth century, local
authorities to monitor the quality of their services, they have the opportunity
to develop quality programmes which reflect the unique needs of the public
sector.
20
Evans and Bellamy (1995: 31)
Are of the opinion that management techniques, tools, and systems can be
human brain grasp thoughts and ideas that, when applied to physical
literature;
among staff members and to resolve disagreements that may arise within
21
An analysis of the various definitions in literature showed that researchers
classify TQM as a:
culture;
strategy;
22
COMPANY PROFILE
History
SHAHI started in 1974 at Delhi,bangalore operations began on 1st july 1988 with
Status Operating
Founded 1974
Website http://www.shahi.co.in
Manager 9%
Executive 9%
Merchant 5%
23
SHAHI EXPORTS PVT.LTD. is engaged in the manufacture and export of
The Group is into manufacturing of a wide range of Men’s, Ladies wear, Kidswear and
also in Home products. SHAHI group has all the modern units equipped with state-of-
the-art technology giving the best to its buyers. It caters to a versatile client base of US &
European market like Walmart, Target, A&F, Hugo Boss, FCUK, H&M, Liz Claiborne,
SHAHI Group’s commitment to quality can meet global quality standards. Its ranking
AsiaWe craft the finest knit garments in India supported by world class sewing facilities
Our core strength being Product Development & Design Inputs backed by our in-house
24
Shahi - Knits Division is vertically integrated and manufacturing most of its fabrics
starting from yarn. Our success in fabrication being we start selecting the right fiber
Our stringent quality controls starting from 100% fabric inspection at 4 Point system to
Shahi has implemented the latest ERP System "MOVEX" which connects all the supply
chain starting from yarn till the shipment and facilitates to monitor & adhere the TNA to
MISSION
To provide the best quality product and to exceed customer expectation through
VISSION
25
AWARDS
Best exporter award from apparel export promotion council (New Delhi).
26
BUYERS
The entire Shahi organization works on a single ERP system, which unifies all the
departments working. This not only makes us one of a kind but also gives us the
inventory, shipping, invoicing, and accounting for a company. This also synchronizes our
business activities like sales, delivery, billing, production, inventory management, quality
27
Our today's structure is in complete contrast to our yesteryears' departments, which have
given way to modules like CRM, SRM, SCM and EPM, to not only giving efficient
Our ERP functioning is cross-functional and enterprise wide. All functional departments
that are involved in operations or production are integrated in one system. In addition to
MANUFACTURING
An innovative team under mature infrastructure is the pride of Shahi in fashion industry.
Tirupur with whooping 25,000 machines installed. It is supported by the latest automatic
spreaders & CAD/CAM cutting and the best of the micro-process controlled sewing
The start-of-the-art sewing facilities with online checking at critical points coupled with
stringent quality controls at finishing section meeting the standards of our buyers.
The facilities are of most modern with a total buildup area over 6 million sq. ft. spread
28
EMBROIDERY
We are one of the largest installations of Barudan over 90 machines each of 20 heads
capable of producing 9 colors, producing 1 billion stitches per day. Also new embroidery
addition can support sequencing and special operations in the machine, with the above
WASHING
We have state-of-the art front loaded micro-process controlled washing facilities with a
expertise of washing for various brands like Abercrombie, Replay etc., we can do the
Enzyme wash
Acid wash
Aged wash
Vintage wash
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GARMENT DYEING
Sulpher dyed
Dip Dye
FABRIC PROCESSING
Sarla Fabrics, the processing plant rates as one of India's foremost wet processing plant.
All kinds of woven fabrics like poplin, twill, canvas, gauze etc., and made of cotton,
linen; rayon and lycra blends are processed to international standards. Prints like reactive,
vat color discharge on reactive grounds & pigments apart from some special printing
techniques like burnt out effects on polyester-cotton blends are achieved here. In all, the
The pre-treatment section houses an Osthoff Gas Singe & Desize machine, Benninger
The Dyeing Section has a host of machinery like a Kusters Colt Pad Batch & Benninger
Wash Range, Continuous Dyeing Range, Jet Dyeing, Benninger Pad-Dry (with Kuster
12 Color Rotary Printing Machines, with after-treatment machines like Continuous Ager,
Loop Ager, Star Agers; Polymerisers & Washing Ranges find pride of place. The
30
designing department is computerised with small yardages tackled on a Baby-Pilot
Rotary Machine.
In the Finishing Section one finds Stenters, a Relax Dryer cum baker, Emerising (Peach)
Machine & Preshrinking Range. Speciality finishes (apart from normal silicon or soft
finishes) like easy care (Self Smoothening Rating -3-3.5), Permanent hydrophilic, Stain
repellant - Teflon, Water repellent, Anti microbe or Permanent fresh & Permanent
equipment. The laboratory has a Datacolour Computer Colour Matching System, coupled
with a Datacolour Automatic Dispenser, to eliminate any human error. There is a Mathis
Padder with Dryer & Steamer and a replica pilot plant of bulk dyeing machines. Lab to
Bulk co-relation is perfectly documented and remains above 95% at every time.
KNITTING
having brand new Mayer & Cie knitting machines covering the fine spectrum of knits -
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SPECIAL PROCESS
Sequencing / beadwork
We got the expertise & experience in the last 3 decades to handle the most complicated
sequencing & beadwork, we can handle over .5 million pieces per month and spread
Smocking/Shirring
waistband, sewing the front of shirts, attaching line tapes, smocking and shirring.
M/c No. MMX-3303F - 3 needle, bottom cover stitch with smocking for decorative tape
binding.
Manual/Hand Embroidery
32
SAMPLING
sampling units all over 300 machines for knits, woven-Men & woven-women and turning
around 15,000 samples every month. The sampling units are equipped with the latest
technology machines and well-experienced tailors to handle all kinds of samples with a
short lead-time.
We have a huge library for wovens / knits which can support the latest trends in the
market and the buyers can select the fabric and make the samples with a quick turn
around time. Added to that we got a huge library of trims/accessories to support the
sampling.
PRINTING
We have the latest printing facilities, which can produce over 12 color 90,000 meters a
day. We are also equipped with digital laboratory printing to turn-around the samples
faster.
TRAINING
Our most valuable asset is our Human Resource. It is imperative to develop people to
take on the challenges of future. We believe that this can be achieved only by
continuously honing competencies and developing individuals to take on higher roles and
greater responsibilities.
33
Businesses today have to be ready to compete. Improved transportation and
communication has shrunk the world. The talk is now of "global pressures", and "world
Shahi provides focused learning experiences to the Associates, which stimulate, support
and develop their potential into work related competencies. Multi Skill training, Seminars
COMPLIANCE
international laws has been certified SA – 8000, by Bureau Veritas Quality International
(BVQI).
The certification is widely accepted in the Europe & the US as a sign of a corporate body
that has definite ethical business practice. It not only ensures better work environment,
the Premise of manufacturing that is certified but also takes care of the supply chain, and
ensure that starting from raw material supplier, accessory supplier to shipment of final
product, ethical business is practiced. This is ensured in the form of Supplier Compliance.
SA - 8000 has a definite audit process conducted by BVQI every six months, where
34
associate interview is done & relevant document is reviewed, witch in turn ensures that
all the clauses of the SA-8000 Standard is followed.The following are the Standards:
CHILD LABOUR
FORCED LABOUR
FREEDOM OF ASSOCIATION
DISCRIMINATION
DISCIPLINARY PRACTICES
WORKING HOURS
REMUNERATION
MANAGEMENT SYSTEM
accountability in charge to ensure that the requirement of the Clauses of SA-8000 is met
at all times.
grievance of the associates and is available during the working hours through the month.
35
Health & Safety In-Charge: A qualified and experienced person is appointed as
Health & Safety In charge to ensure that healthy and safe work environment is
The top management, including the CEO of the company actively involves in ensuring
that all the clauses of the SA – 8000 is followed strictly and sustained.
PRODUCT CLASSIFICATION
Premium ware
We are catering to Golf ware, Corporate-ware, Premium-ware, which are crafted from the
Fashions ware
We are catering to the customer in Northern America, Europe especially Italy where they
are the trend setters and close to the fashion 'n' quick delivery subject to the changes as
Retail
We are able to cater the major retailers in Northern American/Europe where we have
expertise in sourcing the right fabric at the competitive price and the optimum efficiency
in sewing to make the products more competitive to cater to the major retailers
worldwide.
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PRODUCTS
Mens / Boys
Polo , Crew Neck , Henley, Ranglon, Hoody, V Neck, Fleece Jacket, Tracksuit.
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Womens / Girls
38
FABRICATION
All Cotton & Cotton blended fabrics will be manufactured in-house. We also
Single Jersey
Pique
Sheer Jersey
Interlock
Waffle
Ottoman
Mini-Jacquard
Electronic Jacquard
Velour
Pointel
Sueded
39
Verigated Rib
Cotton Fleece
Polyester Fleece
Leadtime
Normally we work on 90 - 120 days leadtime & for repeat orders we even
QUALITY
Pre-Production activities
bulk production
productivity .
40
FABRICS
manpower.
From 3” up to 6” 2 Green
From 6” up to 9” 3 Blue
CUTTING
State of the art cutting room equipped with latest CAD/CAMS to provide precision
cutting consistently
41
In majority of cases panel wash is done to arrest shrinkage, and spirality (in
knits)
SEWING
quality.
SPF concept enables minimum wip in the lines thereby making it easier to
control quality.
In line inspection points to weed out isues as close as possible to the needle.
An independent audit team audits pcs after end line inspection @ 1.5 AQL
FINISHING
42
Chapter – 2
An overview of the
study
43
CHAPTER – 2
doing business through a new management model. The TQM philosophy evolved from
the continuous improvement philosophy with a focus on quality as the main dimension of
business. Under TQM, emphasizing the quality of the product or service predominates.
Focuses on the way tasks are accomplished rather than simply what tasks are
accomplished
44
TQM BELIEFS
Analyzing the processes used to create products and services is key to quality
improvement
critical
fact that quality should be seen as consistently exceeding customer expectations. The
competitors will take over that specific market. Quality is a measurement of the success
of the outcome that the customer would like to see in the product or service.
45
STEPS IN IMPLEMENTING TQM
principles
Continuous Improvement
46
Provide a Quality Training Program
The successful TQM company provides training to employees in the order illustrated in
the figure below. The training program must begin with upper management, then training
must be provided for the remaining management, and the in-house trainers and
facilitators. It cannot be emphasized enough that if upper management is not trained and
is not a viable, visible participant from the beginning, then the program will not survive.
A Upper Management
B Remaining Management
D Front-Line Supervisors
E Non-Supervisory Employees
F Team Training
Continuous Training
47
Establish quality improvement teams
The principal items that quality improvement teams should address are discussed here.
Note that the items can be added or deleted as necessary, and are not listed in a particular
order.
TIME All participants, from the members to the steering committee, need time to
LOCATION Consideration must be planned for where the meetings will be held,
and where members can prepare for these meetings. It should be a quiet area away from
within three working days for the sake of continuity andto show the importance of these
meetings.
STEERING COMMITTEE
It must oversee and nurture, not drive, the program. An analogy to this is how do you
bring up your children to be confident, respected and healthy, and to eventually become
UNIONS Get union members involved at the outset of a program. Ask them to be
PATIENCE This is a long-range program and results come slowly. Patience must be
exercised continually.
48
VOLUNTEER This is highly important. Members must want to join or depart from
teams freely.
implementing it to avoid a paper mill trap. Get all company employees educated about
TRACKING Some form of tracking is required but can become another paper mill
which consumes too much time. Serious consideration for minimizing paperwork must be
TRUST Lack of it, by management, will demotivate teams quicker than anything.
Likewise, the team members must trust those involved in the program not to steal their
problems or solutions.
management.
TRAINING This is so basic, but can delay a successful program needlessly by lack of
a good, practical training program. Every attempt must be made to follow the training
49
QUALITY SYSTEMS FOLLOWED BY SHAHI EXPORTS
SIX SIGMA
KAIZEN
SA-8000(Social Accountability)
5S
ISO -9001-2000
AM(Autonomous maintenance)
SIX SIGMA
the six sigma level, thereare only 3.4 defects per million opportunities. Six Sigma
Achieving six sigma means your processes are delivering only 3.4 defects per million
opportunities (DPMO)—in other words, they are working nearly perfectly. Sigma (the
50
Greek letter ) is a term in statistics that measures something called standard deviation.
In its business use, it indicates defects in the outputs of a process, and helps us to
(We’ll get into the statistics in later chapters.) A sigma represents 691462.5 defects per
three sigma level, this means we’re allowing 66807.2 errors per million opportunities, or
delivering 93.319%
nondefective outputs. That’s much better, but we’re still wasting money and
disappointing our customers. How well are your processes operating? Are they three
sigma? Four sigma? Five? Most organizations in the U.S. are operating at three to four
sigma quality levels. That means they could be losing up to 25% of their total revenue
due to processes that deliver too many defects—defects that take up time and effort to
repair as well as creating unhappy customers. Is that good enough? The answer is simple.
No it’s not when you could be doing a lot better. Helping you do that is what this book is
about. The central idea of Six Sigma management is that if you can measure the defects
• A methodology
• A symbol of quality
51
Sigma Level Defects per Million
2 308,537
3 66807
4 6210
5 233
6 3.4
To achieve Six Sigma quality, a process must produce no more than 3.4 defects per
not meeting the required specifications. This means we need to be nearly flawless in
executing our key processes. Six Sigma is a vision we strive toward and a philosophy that
KAIZEN
home life, social life, and working life. When applied to the workplace Kaizen means
workers.
The Kaizen strategy is the single most important concept in Japanese management. It is
the key to Japanese competitive success. Because of Japan’s success, the Kaizen
52
philosophy has been implemented in organizations around the world as a way to improve
5S
Lean Manufacturing.
1. 5s Seiri (Sort)
2. 5s Seiton (Set)
Seiton is the series of steps by which the optimum organisation identified in the first
3. 5s Seiso (Shine)
The principle here is that we are all happier and hence more productive in clean, bright
environments.
There is a more practical element in that if everything is clean it is immediately ready for
use.
4. 5s Seiketsu (Standardisation)
This is best described as Standardised cleanup, but other names adopted include
Standardisation.
5. 5s Shitsuke (Sustain)
The final stage is that of Discipline. For those who wish to retain the use of initial S's in
53
IMPLEMENTATION of MINI DUSTBIN
The use of the mini dustbin the wastages are utilizing proper in a manner.
In the flore area, the mistake wastages such as threads, mistake labels, sizewise
The wastages and the dust particles are placed in the mini dustbin.
The dust, wastages are not applied to the other garments in the production
54
Chapter - 3
RESEARCHMETHODOLOGY
55
CHAPTER- 3
RESEARCH METHODOLOGY
RESEARCH DESIGN:
The relevant project brief is on the practical understanding of the “Total Quality
Management”. This research defines the Quality level of the employee’s work of
the Organization. This was done by using the questionnaire in which ask from
each employee for their opinions. After analyzing these questionnaire problems
RESEARCH:
Research is a process in which the researcher wishes to find out the end result for
a given problem and thus the solution helps in future course of action. The
Research Methodology:
compromise the procedures used for generating, collecting and evaluating data.
Methods are the ways of obtaining information useful for assessing explanations.
56
Type of Research:
The type of research used in this project is descriptive in nature. Descriptive research is
sectional study of the current situation. The descriptive methods are extensively used in
the physical and natural science, for instance when physics measure, biology classifies,
zoology dissects and geology studies the rocks. But its use in social science is more
characteristics).
is associated with something else (usually, but not always, with a specific
initial hypothesis).
57
Research Problem & Objectives:
Quality level among departments about existing product range. Their perception about
Sampling Plan
Sample population
Sample size:
So I took the sample size120,for the employee work quality. And for the quality
Sample unit:
DATA COLLECTION
PRIMARY DATA
The data collected for a purpose or when the researcher investigates a particular
58
SECONDARY DATA
Website.
instrument to collect the data. Both primary and secondary data have been used
for the purpose of the study. The primary data have been collected on the basis
Questionnaire
First is about company service and Quality level while other is about
effectiveness.
In the first questionnaire, I put the some questions related to services offering by
59
Description of statistical tool used
2. Pareto analysis
3. Scatter chart
4.5 S System
5.3sigma analysis
6. Kaizen
7. Percentage analysis.
60
Chapter - 4
61
CHAPTER – 4
INTRODUCTION
values of unknown parameters of the population and testing of hypotheses for drawing
inferences.
Interpretation refers to the task of drawing inferences from the collected fasts.
Interpretation is the device through which the factors that seem to explain what has been
observed in the course of the study can be understood and it also provides a theoretical
METHODOLOGY OF ANALYSIS
First I was make questionnaires for TQM .With the help of these questionnaires I was
62
ANALYSIS AND INTERPRETATION OF THE BIOGRAPHICAL
INFORMATION
GENDER
INTERPRETATION
Figure 4.1 indicates that of the 120 respondents who participated in the study, 83 were
male (69 per cent) and 37 were female (31 per cent). From this, it can be inferred that
63
DEPARTMENTS
DEPARTMENTS
70
60
NO.OF RESPONDENTS
50
40
30
20
10
0
FABRIC AUDIT TRIMS AUDIT PRODUCTION
DIFFERENT DEPARTMENTS
INTERPRETATION
Figure 4.2 gives a breakdown of the different departments that responded to the
questionnaire. 40 respondents (33.34 per cent) are from the Fabric audit department,
17respondents (14.16 per cent) from Trims audit dept, 63 respondents (52.5 per cent)
The Production department employees giving more response in SHAHI EXPORTS and
64
CURRENT POST LEVEL
90
NO.OF RESPONDENTS
80
70
60
50
40
30
20
10
0
POSTLEVEL 1-3 POSTLEVEL 4-6 POSTLEVEL 7-9 POSTLEVEL 9-12
POSTLEVELS
INTERPRETATION
Figure 4.3 indicates that 80 of the respondents (66.67 per cent) are at post level 1 – 3,
while 22 respondents (18.33 per cent) are at post level 4 – 6, 13 respondents (10.84 per
cent) are at post level 7 – 9 and Five respondent (4.16 per cent) at post level 10 – 12.
65
YEARS OF SERVICE AT SHAHI EXPORTS
80
70
60
50
40
30
20
10
0
0-4 YEARS 5-8 YEARS 9-12 YEARS MORE THAN-12
INTERPRETATION
Figure 4.4 gives a breakdown of the number of years that each respondent has been
employed by SHAHI EXPORTS. 71 respondents (59.16 per cent) have a service period
of 0 to 4 years, another 42 respondents (35 per cent) had been employed 5 to 8 years, 5
respondents (4.16 per cent) had a service record of 9 to 10 years, 2 respondents (1.68 per
66
ANALYSIS AND INTERPRETATION OF TOTAL QUALITY
MANAGEMENT
Table 4.1 presents respondents’ responses to the TQM questions. The table
96 respondents (80 per cent) indicated that SVPL has a TQM programme.
89 respondents (74 per cent) indicated that that the TQM policy has been
implemented effectively;
implementing TQM;
67
TOTAL QUALITY MANAGEMENT
Shahi exports
implementation of the
TQM programme
implementing the
TQM programme
customer service
68
ANALYSIS AND INTERPRETATION OF TQM TOOLS
Table 4.2 presents responses to the TQM tools questions. The table indicates the
following:
84 respondents (70 per cent) are of the opinion that employees are encouraged to
make suggestions for quality and safety improvements in the workplace and that
boxes;
69 respondents (58 per cent) indicated that there are visible charts in the working
only 41 respondent (34 per cent) indicated that they received rewards and
It is quite clear that the TQM tools that are available in SEPL are utilized.
69
TQM TOOLS
encouraged to make
suggestions.
the standard of
performance in TQM
performance
70
IMPORTANCE OF ISO 9000
INTERPRETATION
Figure 4.5 shows respondents’ responses to the importance of ISO 9000. 65 respondents
(54.16 per cent) indicated that ISO 9000 is highly important, while 42 respondents (35
per cent) indicated that it is important,. And 13 respondents (10.84) indicated that it is not
very important.
60
50
40
30
20
10
0
Highly important Important Not very important Of no important
RESPONDENTS DISPOSITION
71
TQM AND ISO 9000 ARE INTERRELATE
60
50
40
30
20
10
0
Stronglyagree Agree Neutral Disagree Stronglydisagree
RESPONDENT DISPOSITION
INTERPREETATION
Figure 4.6 indicates the relationship between TQM and ISO 9000. 35 respondents (29.16
per cent) strongly agree,77respondents (64.16) agree that TQM and ISO 9000 are
interrelated.
6 respondents (5 per cent) remain neutral and 2 respondent (1.68 per cent) disagreed.
TQM approach and the ISO 9000 standards are interrelated so that organisations that
apply ISO 9000 standards in basic procedures can, in the next phase, implement the TQM
72
TQM THE ANSWER TO SERVE THE PUBLIC BETTER
50
no.of respondents
40
30
20
10
0
Stronglyagree Neutral Stronglydisagree
Respondents disposition
INTERPRETATION
(45.84per cent) , agree that TQM is the answer to eliminate inefficiency, wastefulness
and remoteness from those whom local government is supposed to serve. 16 respondents
(13.34 per cent) remained neutral, while 7 respondents (5.84 per cent) disagreed,3
73
SURVEYS CONDUCTED TO ASSESS CUSTOMER SATISFACTION
35
30
25
20
15
10
5
0
Continuously Often Sometimes Seldom Never
RESPONDENTS DISPOSITION
INTERPRETATION
Figure 4.8 indicates that 39 respondents ( 32.5percent) indicate that surveys to assess
indicate that surveys are often conducted, 36 respondents (30 percent) indicated that it is
sometimes done, while 15 respondents (12.5 per cent) indicated that surveys are seldom
This is a reason for concern, but it corresponds with Table 4.2 that indicates that the
majority of the respondents indicated that there are having suggestion boxes and visible
74
TOP MANAGEMENT TAKING THE LEAD IN TQM
60
NO.OF RESPONDENTS
50
40
30
20
10
0
To a great extent Somewhat Very little Not at all
RESPONDENTS DISPOSITION
INTERPRETATION
Figure 4.9 indicates that 14 respondents ( 11.67percent) indicate that top management
take lead in TQM to a great extent . 58 respondents (48.34 percent) indicate that some
what , 29 respondents (24.16 percent) indicated that very little, while 19 respondents
75
PERSONS RESPONSIBLE FOR QUALITY
70
60
50
40
30
20
10
0
Everybody Managers Designated persons
INTERPRETATION
Figure 4.10 indicates that 82 respondents (68.34 per cent) are of the opinion that
everybody is responsible for quality, 12 respondents (10 per cent) indicate that managers
are responsible, while 26 respondents (21.66 per cent) indicate that designated persons
76
ANALYSIS AND INTERPRETATION OF TQM COMPONENTS
TQM COMPONENTS
culture of quality
Employees 86 30 3 1
participation
Formation of quality 62 45 10 3
circles
Following a systems 91 28 1
approach
Benchmarking and 87 11 2 11 9
best practices
Training and 78 30 12
development
77
INTERPRETATION
Table 4.3 reflects the various components for implementing a successful TQM
programme. An analysis of Table 4.3 indicates that 91.93 per cent of the combined
respondents strongly agree or agree that the components are key ingredients for
implementing a successful TQM programme. 4.3 per cent of the respondents remain
neutral. Only 3.75% respondent disagreed to the commonality that quality circles should
be formed.
78
ANALYSIS AND INTERPRETATION OF TRAINING AND
DEVELOPMENT
courses to improve
your skills
developing the
training plan
needs of the
employees
development budget
79
INTERPRETATION
Table 4.4 indicates the training and development commitments by the employer. The
92 respondents (77 per cent) indicated that SEPL offers some training courses to
78 respondents (65 per cent) indicated that SEPL involves them in developing the
89 respondents (74 per cent) indicated that SPEL assesses the training needs to
102 respondents (85 per cent) indicated that SEPL does have a training budget.
80
KAIZEN CONCEPT APPLY IN PRODUCTION FLORE AREA
DATE STYLE COLOR S M L XL FABRIC DAMAGE MMT COLOR PRINTING TOTAL GRAND
DEFECT TOTAL
19/07/2011 ,, ,, 0 2
20/07/2011 ,, ,, 1 2 1 2 3 5
21/07/2011 ,, ,, 3 2 2 1 2 5 10
22/07/2011 ,, ,, 4 1 3 4 14
25/07/2011 ,, ,, 1 3 4 4 21
26/07/2011 ,, ,, 1 5 2 2 1 1 6 27
27/07/2011 ,, ,, 4 3 1 3 3 7 34
28/07/2011 ,, ,, 7 1 2 1 2 3 8 42
29/07/2011 ,, ,, 2 2 2 44
30/07/2011 ,, ,, 4 1 3 4 48
01/08/2011 ,, ,, 2 2 1 1 2 4 52
02/08/2011 ,, ,, 1 1 1 1 2 54
03/08/2011 ,, ,, 1 2 1 1 1 3 57
04/08/2011 ,, ,, 3 1 2 3 60
13 15 12 9 12
81
TABLE NO 4.6 MANUAL DAILY REJECTION REPORT-LINES C2
DATE STYLE COLOR S M L XL FABRIC DAMAGE MMT COLOR PRINTING TOTAL GRAND
DEFECT TOTAL
19/07/2011 ,, ,, 3 1 1 1 3 3
20/07/2011 ,, ,, 1 2 1 1 1 3 6
21/07/2011 ,, ,, 5 3 2 5 11
22/07/2011 ,, ,, 4 1 2 2 1 5 16
23/07/2011 ,, ,, 2 1 1 1 1 1 1 2 5 21
25/07/2011 ,, ,, 1 2 1 2 3 24
26/07/2011 ,, ,, 1 1 1 25
29/07/2011 ,, ,, 2 1 1 2 34
30/07/2011 ,, ,, 3 1 2 1 1 4 38
01/08/2011 ,, ,, 2 2 1 1 2 4 42
02/08/2011 ,, ,, 1 1 1 3 3 45
03/08/2011 ,, ,, 2 3 1 1 1 2 5 50
04/08/2011 ,, ,, 1 1 2 3 1 4 54
9 13 11 9 14
82
TABLE NO 4.7MANUAL DAILY REJECTION REPORT – LINE C3
DATE STYLE COLOR S M L XL FABRIC DAMAGE MMT COLOR PRINTING TOTAL GRAND
DEFECT TOTAL
19/07/2011 ,, ,, 1 1 1 4
20/07/2011 ,, ,, 1 1 1 1 2 6
21/07/2011 ,, ,, 4 3 1 4 10
22/07/2011 ,, ,, 3 1 2 2 1 3 6 16
23/07/2011 ,, ,, 1 1 1 1 2 18
25/07/2011 ,, ,, 0 18
26/07/2011 ,, ,, 2 2 1 3 4 22
27/07/2011 ,, ,, 2 2 2 2 4 26
28/07/2011 ,, ,, 1 1 2 2 28
01/08/2011 ,, ,, 0 32
02/08/2011 ,, ,, 3 1 2 2 4 36
03/08/2011 ,, ,, 2 2 3 1 4 40
04/08/2011 ,, ,, 1 1 1 1 2 42
9 13 8 5 10
83
DATE WISE REJECTION IN PRODUCTION LINE
TABLE NO.4.8
LARGE DEFECTS
18/07/2011 FABRIC 1 1
DEFECT
DAMAGE 1 1
MMT 1 1
COLOR
PRINTING 2 2
2.5
SMALL
NO.OF PCS
1.5 MEDIAM
LARGE
EXTRA LARGE
1
0.5
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.11
84
TABLE NO.4.9
LARGE DEFECTS
19/07/2011 FABRIC 1 1
DEFECT
DAMAGE
MMT 1 1 2
COLOR 1 1
PRINTING
1.2
0.8 SMALL
NO.OF PCS
MEDIAM
0.6 LARGE
EXTRA LARGE
0.4
0.2
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.1
85
TABLE NO.4.10
LARGE DEFECTS
20/07/2011 FABRIC 2 1 3
DEFECT
DAMAGE 1 1 2
MMT
COLOR 2 2
PRINTING 1 1
2.5
2
NO.OF PCS
1.5
SMALL
MEDIAM
1
LARGE
EXTRA LARGE
0.5
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.13
86
TABLE NO.4.11
LARGE DEFECTS
21/07/2011 FABRIC
DEFECT
DAMAGE 3 2 3 8
MMT 1 1
COLOR 1 2 3
PRINTING 2 2
3.5
3
2.5 SMALL
NO.OF PCS
MEDIAM
2 LARGE
1
0.5
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT REJECTION
Figure 4.14
87
TABLE NO.12
LARGE DEFECTS
22/07/2011 FABRIC 2 2 4
DEFECT
DAMAGE
MMT 2 1 3
COLOR 1 1
PRINTING 3 3 1 7
3.5
2.5
NO.OF PCS
SMALL
2
MEDIAM
1.5
LARGE
1 EXTRA LARGE
0.5
0
FABRIC DEFECT DAMAGE MMT COLOR PRINTING
REJECTION
Figure 4.15
88
TABLE NO.4.13
LARGE DEFECTS
23/07/2011 FABRIC
DEFECT
DAMAGE 2 1 1 4
MMT 1 1 2
COLOR 1 1 2
PRINTING 2 2
2.5
SMALL
NO.OF PCS
1.5
MEDIAM
1 LARGE
EXTRA LARGE
0.5
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.16
89
TABLE NO.4.14
LARGE DEFECTS
25/07/2011 FABRIC 5 5
DEFECT
DAMAGE
MMT
COLOR 2 2
PRINTING
4
NO.OF PCS
SMALL
3
MEDIAM
2 LARGE
1 EXTRA LARGE
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.17
90
TABLE NO.4.15
LARGE DEFECTS
26/07/2011 FABRIC 2 1 3
DEFECT
DAMAGE 3 2 1 6
MMT 1 1
COLOR
PRINTING 1 1
3.5
3
2.5
NO,OF PCS
2
SMALL
1.5 MEDIAM
1 LARGE
0.5 EXTRA LARGE
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.18
91
TABLE NO.4.16
LARGE DEFECTS
27/07/2011 FABRIC
DEFECT
DAMAGE 1 1
MMT 1 3 2 6
COLOR 1 3 4
PRINTING 2 1 3
3.5
2.5
NO.OF.PCS
2 SMALL
1.5 MEDIAM
LARGE
1
EXTRA LARGE
0.5
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.19
92
TABLE NO.4.17
LARGE DEFECTS
28/07/2011 FABRIC 3 1 1 1 6
DEFECT
DAMAGE 1 2 3
MMT 2 2
COLOR
PRINTING 3 3
3.5
2.5
NO.OF PCS
2 SMALL
1.5 MEDIAM
LARGE
1
EXTRA LARGE
0.5
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.20
93
TABLE NO.4.18
LARGE DEFECTS
29/07/2011 FABRIC
DEFECT
DAMAGE
MMT 1 1 2
COLOR 2 2
PRINTING 2 2 4
2.5
2
NO.OF.PCS
1.5 SMALL
MEDIAM
1
LARGE
EXTRA LARGE
0.5
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.21
94
TABLE NO.4.19
LARGE DEFECTS
30/07/2011 FABRIC 1 1
DEFECT
DAMAGE 3 2 5
MMT 1 1
COLOR 1 1
PRINTING
3.5
2.5
NO.OF PCS
2 SMALL
MEDIAM
1.5
LARGE
1
EXTRA LARGE
0.5
0
FABRIC DEFECT DAMAGE MMT COLOR PRINTING
REJECTION
Figure 4.22
95
TABLE NO.4.20
LARGE DEFECTS
01/08/2011 FABRIC 2 2
DEFECT
DAMAGE 1 1
MMT 1 2 3
COLOR
PRINTING 2 2
2.5
2
NO.OF.PCS
1.5
SMALL
MEDIAM
1
LARGE
EXTRA LARGE
0.5
0
FABRIC DEFECT DAMAGE MMT COLOR PRINTING
REJECTION
Figure 4.23
96
TABLE NO.4.21
LARGE DEFECTS
02/08/2011 FABRIC 2 1 3
DEFECT
DAMAGE
MMT
COLOR 2 2
PRINTING 2 1 1 4
2.5
2
NO.OFPCS
1.5
SMALL
MEDIAM
1
LARGE
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.24
97
TABLE NO.4.22
LARGE DEFECTS
03/08/2011 FABRIC 1 1
DEFECT
DAMAGE 2 1 1 4
MMT 1 1 2
COLOR 1 1 2
PRINTING 2 1 3
2.5
2
NO.OF PCS
1.5 SMALL
MEDIAM
1
LARGE
EXTRA LARGE
0.5
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.25
98
TABLE NO.4.23
LARGE DEFECTS
04/08/2011 FABRIC 1 1
DEFECT
DAMAGE 1 1 2 4
MMT 2 2
COLOR
PRINTING 1 1 2
2.5
2
NO.OF PCS
1.5 SMALL
MEDIAM
1
LARGE
EXTRA LARGE
0.5
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT REJECTION
Figure 4.26
99
TABLE NO.24
LARGE DEFECTS
05/08/2011 FABRIC
DEFECT
DAMAGE 1 1 2
MMT 1 1 1 3
COLOR 1 1
PRINTING
1.2
0.8
NO.OF PCS
SMALL
0.6
MEDIAM
0.4 LARGE
EXTRA LARGE
0.2
0
FABRIC DAMAGE MMT COLOR PRINTING
DEFECT
REJECTION
Figure 4.27
100
THREE SIGMA ANALYSIS
TABLE NO.4.25
101
Control Limit Table is defect plots that also indicate the range of variation built into the
system. They are used to monitor a process to see whether it is in statistical control or
not. in that table given upper control limit (ucl) control limit (cl) lower control limit (lcl),
If defect is more than UCL so we know that production area not balance.
18
16
14
12 DEFECTS
DEFECTS
10
UCL
8
CL
6
LCL
4
2
2/ 11 0
3/ 11
4/ 11
5/ 11
11
/0 11
/0 11
/0 11
/0 11
/0 11
/0 11
/0 11
/0 11
/0 11
/0 11
/0 11
1/ 11
20
20
20
20
20
19 20
20 20
21 20
22 20
23 20
25 20
26 20
27 20
28 20
29 20
30 20
20
7/
7/
7/
7/
7/
7/
7/
7/
7/
7/
7/
7/
8/
8/
8/
8/
8/
/0
18
DAYS
Figure 4.28
SCATTER CHART
16
14
12
NO.OF.DEFECT
10
DEFECTS
8
6
4
2
0
1 3 5 7 9 11 13 15 17
DAYS
Figure 4.29
102
PARETO ANALYSIS
such as rework causes and total rework,with the cause of rework the largest being first
place in the graph (nearest the y axis),the second most cause being placed second,and so
forth.
In this Pareto figure,damage caused the greatest impact (41) and printing caused the
second greatest impact (36) with the cumulative effect of both being 77 defects around
47.5%, fabric defect and MMT (measurement) caused each 31 defects,color caused less
no.of defects(23)
TABLE NO.4.26
REWORK CAUSES
LINE C1 13 15 12 9 12 61
LINE C2 9 13 11 9 14 56
LINE C3 9 13 8 5 10 45
TOTAL 31 41 31 23 36 162
103
PARETO ANALYSIS FOR REWORK CAUSES
PARETO ANALYSIS
45
40
35
NO.OF DEFECTS
30 DAMAGE
25 PRINTING
20 FABRIC DEFECT
15 MMT
COLOR
10
5
0
TOTAL DEFECTS
Figure 4.30
104
Chapter – 5
Findings,Suggestions&
Conclusion
105
CHAPTER – 5
Monitoring the quality and process control by using latest statistical method.
communication gap.
Timely delivery.
There are having 69 per cent male and 31 per cent Female . working in a entire
than females.
70 per cent of the opinions of employees are encouraged to make suggestions for
quality and safety improvements in the workplace and that there is a system in
58 per cent indicated that there are visible charts in the working environment
which are used to record the standard of performance in TQM so that everybody
106
34 per cent indicated that they received rewards and recognition for best
54.16 per cent indicated that ISO 9000 is highly important, while 42
29.16 per cent strongly agree,77respondents 64.16 agree that TQM and ISO 9000
are interrelated;
32.5per cent strongly agree, 45.84per cent , agree that TQM is the answer to
11.67percent indicate that top management take lead in TQM to a great extent .
68.34 per cent are of the opinion that everybody is responsible for quality, 12
107
SUGGESTIONS:
Can plan and set the target for production on hourly and daily basis with standard
of quality
As many new players are coming into the business and many more markets is
tapped through rigorous marketing and use of best production practices will
ensure the success of the organization in the competitive post quota scenario.
108
SWOT ANALYSIS OF SHAHI EXPORTS PVT LTD.
environment.It is the first stage of planning and helps marketers to focus on key
the potential threats then it can have responses and plan ready to counteract them
STRENGTHS
Quality products and service are the biggest strength of SHAHI EXPORTS.
The buyers are from different different destinations and handles accounts for
about 40 buyers.
109
90% of the fabric is develop in own house.
It is ISO 9000 certified factory while the knits unit works in compliance with
SA8000 certification.
Kaizen,etc...
Rapid growth
WEAKNESS.
Even workers are doing work but they do not know procedure of work.
They are using 5s system but middle level employee and workers not know about
it.
110
OPPORTUNITIES
Many new players are coming into the business and many more markets are to be
THREATS
Lower management and operators take lot of time to adapt to new concept of
manufacturing.
The quality management system is still on the verge of changing to concepts such
111
CONCLUSION
in the Shahi Exports Pvt.Ltd, Banglore.This study also reveals the great
knowledge of about six sigma and kaizen system. in these system very useful in
improving quality, reduce the garment rejection in the garment industry. Also
know various Japanese tools of 5S concept, suggestion system and quality control
circle.
rejection and improve quality of product in the production unit of Shahi Exports
112
Appendices
113
APPENDICES
GENDER
A1 Male Female
DEPARTMENT
PRODUCTION DEPARTMENT
YEARS 1-4
A4 YEARS 5-8
YEARS 9-12
ABOVE 12 YEARS
114
SECTION B: TOTAL QUALITY MANAGEMENT (TQM)
B2 If SEPL has a TQM policy, do you think the programme has been
implemented effectively?
job?
115
SECTION D: TOTAL QUALITY MANAGEMENT AND ISO 9000
ISO 9000 is a worldwide standard that gives the buyer peace of mind that the service or
product they are buying meets these requirements and does so consistently.
Please mark with an X the box that best describes your view of the following statement
In the global arena that we operate how would you rate the importance of an ISO
Please mark with an X the box that best describes your view of the following statement
The TQM approach and the ISO 9000 standards are interrelated so that
D2 organisations that apply ISO 9000 standards in basic procedures can in the next
AGREE DISAGREE
116
SECTION E: BUSINESS AND GOVERNMENT
For the following questions please mark with an X the box that matches your view most closely.
TQM is viewed by many in the private sector as the answer to the principal criticisms of
E1 public services their alleged inefficiency, wastefulness and remoteness from those whom
AGREE DISAGREE
To what extent does top management of SEPL set an example by taking the lead in quality
E3 improvements?
EXTENT WHAT
117
SECTION F: TQM PRINCIPLES
DISAGREE
components AGREE
F2 Employee participation in
process re-engineering,
ideas to management.
F3 Formation of quality
employees do similar
work.
F4 A systems approach is
system.
organisations and
international organisations
118
F6 Training and development
TQM.
G1 Does SEPL offer some training courses or any kind of training, YES NO
G2 Does SEPL involve you in developing the training plan that suits
your needs?
119
Bibliography
120
BIBLIOGRAPHY
www.shahiexports.com
121