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Roll No.

1208005223
Evaluation of an implemented
Quality Management System (QMS)
Firstly, I would like to congratulate you on your excellent performance
in the projects & working since previous 2 years in Orient Craft I feel
really proud to see you at this pinnacle !his is something which you
always wished to achieve and everyone at your stage imagines to
accomplishing and you exceeded everyone"s expectations !his #enith,
I $elieve, will take you at a very reputa$le position in Industries I
would also like to praise your attempt towards your achievement
%etermination and hard work are the key points to achieve the desired
targets Once again heartily congratulations to you for the outstanding
performance &ou have willing to take a stand on controversial or risky
matters &ou have the con'dence to challenge decisions made $y
other leaders in the organi#ation, a$ility to ask the di(cult )uestions
during meetings, negotiations, and other discussions *+orts to
safeguard the integrity of 'nancial & production data and to improve
e(ciency through sophisticated systems and applications have $lurred
the line $etween 'nancial and production technology knowledgea$le
a$out 'rewall systems and servers as they are a$out gross margins
and depreciation expenses &ou are capa$le of identifying technology
strategies that will help the organi#ation maximi#e productivity and
achieve cost savings ,ish to develop in every position take on %edicated
to continued learning and advancement &ou are likely to $e viewed as a
company thought leader or change-motivator within the organi#ation
Integrity, Fearlessness, Command of $oth technology and 'nance issues, !he
a$ility to wear many hats, .killed at motivating and inspiring, *agerness to
em$race change, /ision, .trong communication a$ilities, Interpersonal skills,
0ccessi$ility, Innate pro$lem-solver, 0nalytical skills, *xceptional leadership,
0dapta$le communication, 1um$le con'dence, 2nwavering professionalism,
.elf-management, *ase with technology, Intellectual curiosity, Compati$ility
for $oth independent and team work
.ignature of .upervisor 3with seal4
5ame6
%esignation6
Organi#ation6 Orient Craft 7imited
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
INDEX
S.No. Chapter age No.
8 Introduction 9-8:
2 0uthorisation 8;-8<
= .cope of the study 8>-2?
: @uality management system 3@A.4 28-=;
; Aanagement Besponsi$ility =9-::
9 Besource Aanagement :;-:C
< Droduct Bealisation ;?-;<
> Aeasurement, 0nalysis & Improvement ;>-9;
C Aajor Finding 99
8? Becommendations
9<
88 Conclusion
9>-<?
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Evaluation of an implemented
Quality Management System (QMS)
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Evaluation of an implemented
Quality Management System (QMS)
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Evaluation of an implemented
Quality Management System (QMS)
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
SECTION 1
!"out #rient Craft $imited
1.1 QUALITY POLICY
1.2 QUALITY OBJECTIVES
1.3 COMPANY PROFILE
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Evaluation of an implemented
Quality Management System (QMS)

QUALITY POLICY
At Orient Craft Limited CUSO!"R #"L$%& i' to( mo't (riorit) to
*e a+,ie-ed t,ro./, timel) ',i(ment of 0.alit) fa',ion /arment'.
OCL team +ontin.o.'l) 'tri-e for more -al.e for mone) t,ro./,
COS R"#UC$ON dri-e in t,e or/ani1ation
,e +,allen/e' in term' of tar/et to *e met at all le-el' t,ro./,
effe+ti-e team2or34 +ontin.al im(ro-ement in t,e 5.alit)
!ana/ement S)'tem and meanin/f.l &R.
6C&A$R!AN +.m !ANA%$N% #$R"COR7
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
Q%!$I&' #()EC&I*ES
9ollo2in/ O*:e+ti-e' to *e a+,ie-ed *) !ar+, 2012
o in+rea'e timel) deli-er) from 85; to <5;
o red.+e t,e re2or3 (er+enta/e from 15; to <;
o in+rea'e t,e (rod.+ti-it) from 50 ; of O(eration =.lletin to
65; of O(eration =.lletin

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Evaluation of an implemented
Quality Management System (QMS)

C#M!N' +#,I$E
ABOUT US...
otal .rno-er for 2010>11 2a' ? 1.<6 million @ for 2011>12 2a' ? 1.88
million and 2012>13 i' ? 2.14 million
,e +om(an) ,a' fo.r 100; ".O.UA' /i-in/ .' t,e a*ilit) to im(ort trim' @
fa*ri+' d.t)>free.
$n>,o.'e 2ell e0.i((ed la* for te'tin/ fa*ri+' @ trim'.
Late't +om(.teri1ed em*roider) ma+,ine'4 2a',in/ (lant'4 and dr)>
+leanin/ .nit'.
$n>,o.'e /arment d)ein/4 man.al 'and*la'tin/ and la'er 'and*la'tin/
ma+,ine'.
S(e+iali1ed &ome 9.rni',in/ .nit.
!an.fa+t.rin/ fa+ilitie' '(read o-er 840004000'0 ft in 28 fa+torie'.
Ne2 State of t,e art man.fa+t.rin/ air +onditioned +.m d.'t(roof +om(leB
of 340000 '0 ft 2it, 2000 ma+,ine' and '(e+iali1ed '.it (lant.
otal 'e2in/ ma+,ine' a+ro'' all fa+torie' i' 10000
Created /reat re+reational area' for 2or3er' and middle mana/ement >
li3e /)m @ "Be+.ti-e Cl.*
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
Company -ith a di.eren/e loo0
Major Produc!
=lo.'e'
S3irt'
#re''e'
!enA' S,irt'
Cid'>Dear
o(

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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
Our Cu!o"#r!
Ann a)lor
%a( > DomenECid'
=anana Re(.*li+
omm) &ilfi/er
#o+3er'
S.Oli-er
%.e''
!ar3' @ S(en+er
!ar3 Fa+o*
Fone' of Ne2 Gor3
NeBt
Le-i'
9ren+, Colle+tion
"'(irit
"B(re''
C,armin/ ',o(ee
Old na-)
Cou$r%#! &# !#r'#

USA
UC
%erman)
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Evaluation of an implemented
Quality Management System (QMS)
Many other countries in Europe
Canada
Japan
Production Capacities
24504000 /arment' (er mont, 2o-en
M#(od U!#d
Hlan>#o>C,e+3>A+t +)+le E #emin/ +)+leE "-ol.tionar) Hro:e+t
!ana/ement !et,od'

o P)a$ * C,oo'e a (ro*lem. Anal)1e it to find a (ro*a*le +a.'e.
o +o * R.n an eB(eriment to in-e'ti/ate t,e (ro*a*le +a.'e.
o C(#c,* Anal)1e t,e data from t,e eB(eriment to -alidate t,e
+a.'e.
o Ac * Refine and 'tandardi1e *a'ed on t,e re'.lt'
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Evaluation of an implemented
Quality Management System (QMS)
Specialized machines
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
9a*ri+ in'(e+tion ma+,ine4 S(readin/ le+tra ')'tem'4 Hla+3et +.ttin/4 drill
mar3er4 &)dra.li+ +li+3in/ ma+,ine4 Sin/le needle lo+3 'tit+, non .*t4 Sin/le
needle ed/e +.tter4 Hi+3 'tit+,4 Ii/ 1a/ +om(.4 =ar ta3in/ +om(.4 Ce) ,ole 4
Collar t.rnin/ @ *lo+3in/ (ne.mati+4 C)linder *ed +om(o.nd feed lo+3 'tit+, et+
AIM
$n+rea'ed em(lo)ee (rod.+ti-it) t,.' ,el(in/ t,e or/ani1ation in a+,ie-in/
it' lon/>term /oal'.
&i/,er em(lo)ee morale
"nfor+ed di'+i(line
=etter :o* 'ati'fa+tion
$m(ro-ed 0.alit) of 2or3
=etter em(lo)ee (arti+i(ation in +om(an)J' (ro/re''.
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Evaluation of an implemented
Quality Management System (QMS)
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)

SECTION 2
!%&1#+IS!&I#N
2.1 CERTIFICATE
2.2 CONTROL OF MANUAL


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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
CERTIFICATE
This is to certify that this quality system manual describes the management
practices adopted and followed in this organiation! completely and adequately"
#eproduction of this manual in full or in part is prohibited without prior permission
of the President"


CONTROL OF MANUAL
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
The Management #epresentati$e e%ercises the control of this quality
system manual" Management representati$e retains the master copy
of the manual" &nly controlled copies of this manual are issued in the
organiation for use" Uncontrolled copies are meant for issuance to
the e%ternal agencies" The organiation is not responsible for
updating of the uncontrolled copies with respect to changes from
time to time"
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
SECTION 3
SC#E #, &1E
S&%D'
3.1 SCOPE
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
SCOPE
A 0.alit) mana/ement ')'tem ,a' *een e'ta*li',ed in t,e or/ani1ation in line
2it, $SO <001K2008. ,e 0.alit) mana/ement ')'tem i' a((li+a*le to t,e
a+ti-itie' .nderta3en *) Orient Craft Limited4 80<>8204R$$CO $N# AR"A 4
C,o(an3i "Bt. Hat,redi4 =,i2adi 4 Al2ar 4 Ra:a't,an . ,e '+o(e of 0.alit)
mana/ement ')'tem in+l.de' all a+ti-itie' of t,e or/ani1ation in+l.din/
mer+,andi'in/4 (.r+,a'in/4 (rod.+tion4 'tora/e4 (a+3in/4 di'(at+, and
do+.mentation4 for man.fa+t.re of read)made /arment'.
&o2e-er t,e follo2in/ element' of $SO <001K2008 ,a-e *een eB+l.ded from t,e
'+o(e of 0.alit) mana/ement ')'tem.
-.3 +#!%.$ a$d +#'#)o/"#$
,e +om(an) doe' not de'i/n (rod.+t'. %arment'E'am(le' are man.fa+t.red
a++ordin/ to in'tr.+tion' and dire+tion' (ro-ided *) t,e +.'tomer'. ,e
+om(an)A' a+ti-itie' are limited to de-elo(in/ met,od' and mean' of (rod.+tion.
&en+e it i' eB+l.ded from t,e '+o(e of t,e ')'tem. A' and 2,en +om(an) 'tart'
de-elo(in/ t,e de'i/n' of t,e /arment'4 t,e re0.ired (ro+e'' ',all *e in+l.ded in
t,e 0.alit) ')'tem.
-.0.1 S#r'%c# Pro'%!%o$ 1Po! d#)%'#r2 ac%'%%#!3
,e +om(an) doe' not +arr) o.t an) after 'ale' 'er-i+e for t,e (rod.+t' '.((lied
to t,e +.'tomer'4 'in+e t,e read)made /arment' do not re0.ire an) 'er-i+e after
t,e 'ale' and t,e +.'tomer doe' not re0.ire t,e 'ame.
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
-.0.2 Va)%da%o$ o4 /roc#!!#! 4or /roduc%o$ a$d !#r'%c# /ro'%!%o$
,ere i' no '.+, (ro+e'' in Read)made %arment man.fa+t.rin/4 2,ere
'.*'e0.ent monitorin/ and mea'.rement +annot -erif) t,e re'.ltin/ o.t(.t.
,e +om(an) doe' not +arr) o.t an) '(e+ial (ro+e''e' 2,ere defi+ien+ie'
*e+ome a((arent onl) after t,e (rod.+t i' in .'e or t,e 'er-i+e ,a' *een
deli-ered.
NOTE* ,e a*o-e eB+l.'ion' do not affe+t t,e or/ani1ationA' a*ilit) or
re'(on'i*ilit) to (ro-ide (rod.+t' t,at meet' +.'tomer and a((li+a*le re/.lator)
re0.irement'.
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
SECTION 5
QUALITY MANAGEMENT SYSTEM
5.1 INTRO+UCTION
5.2 METHODOLOGY
5.3 THEORY
5.5 QMS (Quality Management System)
5.0 6ENERAL REQUIREMENTS
5.7 +OCUMENTATION REQUIREMENTS
1. INTRO+UCTION
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
5.alit) +ontrol in term' of /arment man.fa+t.rin/4 (re>'ale' and (o't' 'ale'
'er-i+e4 deli-er)4 (ri+in/4 et+ are e''ential for an) /arment man.fa+t.rer4 trader
or eB(orter. Certain 0.alit) related (ro*lem'4 ',o.ld ne-er *e o-er loo3ed. ,e
+on'.mer' 2ant to /et ,i/, 0.alit) (rod.+t' in lo2 (ri+e. ,e (rod.+t' ',o.ld
rea+, t,e +on'.mer' 2it, ri/,t 0.alit) de(end' on t,e +o't. 5.alit) mana/ement
i' t,e a'(e+t of t,e o-erall mana/ement f.n+tion t,at determine' and
im(lement' t,e 0.alit) (oli+). 5.alit) a''.ran+e +o-er' all t,e (ro+e'' 2it,in a
+om(an) t,at Contri*.te' to t,e (rod.+tion of 0.alit) (rod.+t'. ,e in'(e+tion i'
+arried o.t *) re(re'entati-e' of t,e +.rrent (rod.+tion and t,e re'.lt re+ord on
+ontrol +,art. ,e aim of /arment in'(e+tion i' to -i'.all) in'(e+t arti+le' at
random from a deli-er) in order to -erif) t,eir /eneral +onformit) and a((earan+e
2it, in'tr.+tionEde'+ri(tion andEor 'am(le re+ei-ed.
2. MET8O+OLO6Y
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
At fir't all t,e data are +olle+ted from different re(ort' and do+.ment' of different
/arment fa+torie'. D,en t,e'e data *e+ome not '.ffi+ient4'ome ot,er data are
+olle+ted *) +lo'e o*'er-ation and o-er tele(,one. ,i' i' a de'+ri(ti-e and
anal)ti+al 't.d). ,e 'am(le 'i1e i' 08 6'e-en7. ,e +olle+ted data are (ro+e''ed
2it, !S "B+el and all *ia'ed @ in+om(lete data deleted from t,e data *an3.
3. T8EORY
Certain 0.alit) related (ro*lem'4 often 'een in /arment man.fa+t.rin/ li3e
'e2in/4 +olor4 'i1in/4 or /arment defe+t' ',o.ld ne-er *e o-er loo3ed.
3.1.1. Sewing defects
O(en 'eam'4 2ron/ 'tit+,in/ te+,ni0.e'4 no mat+,in/ t,read'4 mi''in/ 'tit+,e'4
im(ro(er +rea'in/ of t,e /arment4 im(ro(er t,read ten'ion et+. are 'ome of t,e
'e2in/ defe+t'.
3.1.2. Colour defects
Lariation of +olo.r *et2een t,e 'am(le and t,e final /arment4 2ron/ +olo.r
+om*ination' and mi'mat+,in/ d)e'.
3.1.3. Sizing defects
Dron/ /radation of 'i1e'4 differen+e in mea'.rement of -ario.' (art' of a
/arment li3e 'lee-e' of ML 'i1e for *od) of L 'i1e /arment +an deteriorate t,e
/arment' *e)ond re(air.
3.1.4. Finished garment defects
=ro3en or defe+ti-e *.tton'4 'na('4 'tit+,e'4 different ',ade' 2it,in t,e 'ame
/arment4 dro((ed 'tit+,e'4 eB(o'ed not+,e'4 fa*ri+ defe+t'4 ,ole'4 fa.lt) 1i((er'4
loo'e or ,an/in/ 'e2in/ t,read'4 mi'ali/ned *.tton' and ,ole'4 mi''in/ *.tton'4
needle +.t'4 (.lled or loo'e )arn4 'tain'4 .nfini',ed *.tton,ole4 ',ort 1i((er'4
ina((ro(riate trimmin/' et+. all +an lead to t,e end of a *rand name e-en *efore
it' e'ta*li',ment.
3.2. M#(od! o4 9ua)%2 co$ro)*
=a'i+all) t2o met,od' are .'ed for /arment' 0.alit)
+ontrol N
a7 e'tin/
*7 $n'(e+tion.
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
5.alit) Control S)'tem i' follo2ed *) all +on+erned in t,e +om(an) from (ie+e
/ood' in'(e+tion to t,e final 'tati'ti+al a.dit.
617 Hie+e /ood' 0.alit) +ontrolK On re+ei(t of
fa*ri+' in t,e 2are ,o.'e4 at lea't 10; are in'(e+tion a' (er 4 Hoint'
')'temE10 Hoint' ')'temE2.5 Hoint ')'temE6.0 Hoint ')'tem. ,e mo't
+ommonl) .'ed 4 Hoint' ')'tem a' (er *elo2 >
SI:E OF +EFECT PENALTY
3 $n+,e' or le'' 1 Hoint
O-er 34 .nder 6 $n+,e' 2 Hoint
O-er 64 .nder < $n+,e' 3 Hoint
O-er < $n+,e' 4 Hoint
A maBim.m of 4 (oint' are +,an/ed in one linear )ard.
123 Cu%$. 9ua)%2 co$ro)K
$n +.ttin/ 'e+tion 0.alit) i' in'.re in t2o 'ta/e'.
a7 S(readin/ 0.alit) +ontrolK 9ollo2in/ t,e (oint are +,e+3ed d.rin/ '(readin/
$. a*le mar3in/.
$$. "nd'
$$$. en'ion
$L. Leanin/
L. Narro2 %ood'
L$. Co.nt'
L$. Hl) ,ei/,t
L$$. Remnant'
L$$$. 9a*ri+ fla2'
$M. !ar3et (la+in/
;3 A4#r cu%$. 9ua)%2 co$ro)K
After ea+, +.ttin/ *lo+3' and *.ndle' are +,e+3' on t,e follo2in/ (oint'.
$. !i' +.t
$$. Ra//ed +.ttin/
$$$. Hattern +,e+3'
$L. !at+,in/ Hlie'
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
L. Not+,e'
133 I$ /roc#!! 9ua)%2 co$ro) 1S#&%$.3*
#.rin/ t,e '2in/ $n (ro+e'' 0.alit) +ontrol i' done *) t,e line 5CA' t,ro./, 8
(+' in'(e+tion ')'tem. 9or +riti+al o(eration' 100; (ro+e'' in'(e+tion are
+arried o.t. ,e follo2in/ (arameter' are al'o +,e+3ed in 'e2in/ (ro+e'' N
a7 !a+,ine +,e+3.
*7 en'ion.
+7 SH$ +,e+3'
d7 Needle +,e+3.
e7 Cleanne''.
d7 a*le in'(e+tion.
f7 $n'(e+tion *efore 2a',.
647 Da',in/ 'e+tion
a7 %arment' ,andlin/
*7 Da', 'tandard.
+7 After 2a', t,oro./,l) in'(e+tion.
103 Qua)%2 co$ro) o4 4%$%!(%$. !#c%o$!* 9ollo2in/
in'(e+tionEa.dit i' done to attain A5L 61.5E2.5E4.0et+7.
a7 Hro+e'' in'(e+tionK %arment' are +,e+3ed (ro+e'' 2i'e in t,e fini',in/
'e+tion to identif) defe+t' and (a'' onl) t,e (a''ed /arment'.
*7 2o ,o.rl) a.ditK "-er) after t2o>,o.r' a.dit i' done on fini',in/ lot to attain
A5L t,e re0.ired A5L.
+7 #a)' final a.ditK At t,e end of t,e da) a++.m.lated lot of fini',ed /arment'
are 'tati'ti+all) a.dited to attain re0.ired A5L.
d7 Lot final a.ditK On +om(letion of (a+3in/ of one +om(lete lot of /arment4 5A
mana/er +ond.+t 'tati'ti+al a.dit *a'ed on re0.ired A5L /arment'. %arment'
are offered for final in'(e+tion *) *.)er
E+lient' for ',i(ment onl) 2,en t,e'e are t,ro./, in t,i' a.dit.
,e follo2in/ (arameter' are al'o +,e+3ed in 'e2in/ (ro+e'' N
a7 After 2a', /arment' m.'t *e 3ee( in t,e *oB E ta*le +o-erin/.
*7 ,read '.+3in/.
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
+7 $ron in'(e+tion.
d7 !ea'.rement' in'(e+tion.
e7 Hol) in'(e+tion of to( of /arment'.
f7 $n'(e+tion *efore +artonin/.
667 e'tin/ 6La* te't7K
a7 S,rin3a/e te't
*7 Colo.r fa'tne''. te't
+7 A1o>free te't.
,e 0.alit) +ontrol de(artment of a /arment' man.fa+t.rin/ .nit.
5.5 QMS 1Qua)%2 Ma$a.#"#$ S2!#"3
A 'et of +o>ordinate a+ti-itie' to dire+t and +ontrol an or/ani1ation in order to
+ontin.all) im(ro-e t,e effe+ti-ene'' and effi+ien+) of it' (erforman+e."a+,
5.alit) mana/ement ')'tem' 65!4 $SO et+7 and it' element' 6Stati'ti+al
(ro+e'' +ontrol4 6SHC74
Cai1en4 Ad-an+e (rod.+t 0.alit) (lannin/ and +ontrol 6AH5H74 ,a-e a di'tin+ti-e
a((li+a*ilit). $t i' ne+e''ar) t,at t,e a((roa+, 'ele+ted '.it' +.rrent and f.t.re
need' of t,e or/ani1ation.
SHC 2or3' to2ard' *rin/in/ (ro+e'' .nder t,e infl.en+e of +ommon +a.'e'
alone *) identif)in/ @ eliminatin/ a''i/na*le +a.'e'. AH5H fo+.'e' mainl) on
ne2 (rod.+t de-elo(mentE(ro:e+t eBe+.tion. $SO <000 +.rrentl) in+l.de' t,ree
0.alit) 'tandard' 6$SO <000K20054 $SO <001K20004 and $SO <004K20007. $SO
<001K2000 (re'ent' $SOJ' ne2 0.alit)
mana/ement ')'tem re0.irement'4 2,ile $SO <000K2005 and $SO <004K2000
Hre'ent $SOJ' ne2 0.alit) mana/ement ')'tem
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
/.ideline'. All of t,e'e are (ro+e'' 'tandard' @ not (rod.+t 'tandard' and are
de-elo(ed *) 0.alit) eB(ert' from aro.nd t,e 2orld for .'e *) +om(anie' t,at
eit,er 2ant to im(lement t,eir o2n in>,o.'e 0.alit) ')'tem' or to en'.re t,at
'.((lier' ,a-e a((ro(riate 0.alit) ')'tem' in (la+e. La*o.r inten'i-e ind.'tr)
li3e a((arel +an a+,ie-e f.ll *enefit of 5!S onl) if e-er) indi-id.al 6O(erator'
and !ana/er' ali3e7 +ontri*.te in it'
im(lementation.
4.4.1. TQM (Total Qualit Management!
5! i' a (,ilo'o(,) or a((roa+, to mana/ement t,at +an *e +,ara+teri1ed *)
it' (rin+i(le'4 (ra+ti+e'4 and te+,ni0.e'. $t' t,ree (rin+i(le' are +.'tomer fo+.'4
+ontin.o.' im(ro-ement4 and team2or3. "a+, (rin+i(le i' im(lemented t,ro./,
a 'et of
(ra+ti+e'4 2,i+, are 'im(l) a+ti-itie' '.+, a' +olle+tin/ +.'tomer information or
anal)1in/ (ro+e''e'. ,e (ra+ti+e' are4 in t.rn4 '.((orted *) a 2ide arra) of
te+,ni0.e'.
S.++e''f.l im(lementation of 5! re0.ire' +ommitment from to( mana/ement.
No 5!S +an *rin/ o-erni/,t im(ro-ement'. $t i' '.'tained effort to2ard'
eB+ellen+e at ea+, le-el. o( mana/ement ',o.ld lead *) eBam(le. ,i' +an *e
demon'trated
*) to( mana/ement t,ro./, a+ti-e (arti+i(ation in 5! related a+ti-ate'.
4.4..2. "m#lementation #hases of TQM
5! i' a Fo.rne) not de'tination. 5! aimA' at 1ero defe+t' in ea+, f.n+tional
area' -i1. o(eration'4 0.alit)4 mar3etin/4 .tilit)4 'er-i+e4 et+. A' t,e or/ani1ation
(ro/re''e' from 5> Standard' 65>S7 > #ail) Dor3 !ana/ement 6#D!7 > SiB
'i/ma for ea+, f.n+tional area4 t,e (o''i*ilit) of defe+t rate i' red.+ed to almo't
1ero. 9ollo2in/ are t,e (,a'e' of 5! im(lementation
17 5>S>6Sort4 'et in order4 S,ine4 Standardi1e4 S.'tain7
O 9o.ndation H,a'e
O S.'tenan+e H,a'e
O !aBimi1e (lant .( time
O $n'tr.ment @ ')'tem Cali*ration
28
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
O =rea3 t,ro./, $m(ro-ement
27 #D! 6#ail) Dor3 !ana/ement7
a7 otal Hrod.+ti-e maintenan+e 6H!7 N
*7 !ea'.rement ')'tem Anal)'i' 6!SA7
37 SiB Si/ma>
17 5>S
5>S #efined>otal 2or3 +.lt.re t,at de-elo(' or/ani1ationA' a*ilit) to t,e f.lle't
+a(a+it) to en,an+e +reati-it) and eliminate 2a'te.
Con+e(t.all) 5>S i' aimed at de-elo(in/ a 2or3 +.lt.re 2,ere *) all em(lo)ee'
in+l.din/ o(erator'4 '.(er-i'or' and mana/er' (arti+i(ate in (ro*lem 'ol-in/
(ro+e''.
Sor 11<S7 > t,i' i' initiated *) identif)in/ t,e a*normalitie' at t,e 2or3 area.
A*normalitie' are ,i/,li/,ted *) .ni0.e identifi+ation ta/ al'o 3no2n a' red ta/.
,i' en'.re' e-er) em(lo)ee (arti+i(ate' in identif)in/ t,e a*normalit) in
re'(e+ti-e 2or3
area. $t i' o*'er-ed t,at (.ttin/ red ta/ im(ro-e' a2arene'' re/ardin/ t,e
a*normalit)P it al'o tri//er' a rea+tion amon/ em(lo)ee' to t,in3 for 2a)' for
a-oidin/ t,e reo++.rren+e of a*normalit).
S# %$ Ord#r 12<!7 > "ffort' are t,en dire+ted to2ard' re'ol-in/ t,e ta/'.
O*:e+ti-e i' to find (ermanent 'ol.tion to (ro*lem. #a) to da) 0.alit) related
(ro*lem' '.+, a' la*el miBin/4 trim' miBin/
6t,read4 la*el 2ron/l) atta+,ed7 +an *e +om(letel) eliminated t,ro./, 5>S.
$deall) 'tore' ',o.ld 'ta+3 trim' 'e/re/ated *.)er 2i'e4 order 2i'e et+ 2it,
lo+ation mar3in/ done for ea+, 'tora/e area. ,i' 2ill a-oid t,e in'tan+e' of
2ron/ trim' *ein/ i''.ed4
e-en if 'tore3ee(in/ (er'onnel are not a-aila*le 6eliminatin/ ,.man
de(enden+)7. Se+ondl) 'e/re/ation of trim' on 'e2in/ floorEfini',in/ floor 'i1e
2i'e4 +olor 2i'e and 'i1e' 2i'e in '(e+iall)
de'i/ned *oBe'4 tra)' 2it, lo+ation mar3ed for ea+,4 2ill eliminate an) (o''i*ilit)
of trim miBin/. Not onl) t,i' 6im(lementin/ 5>' at 'tore'7 red.+e' t,e
.n(rod.+ti-e time 6time lo't in trim' 'ear+,in/7 at 'tore' le-el4 *.t al'o ,el(' in
2<
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
'a-in/ time and im(ro-in/ 0.alit) of immediate +.'tomer' 6Se2in/ 9loor7. At 2>S
Sta/e 6Set in order7 it i' mandator) to define t,e in-entor) le-el at ea+, 'ta/e4
t,i' not onl) a((lie' to 'tore'4 *.t al'o to 'e2in/4 fini',in/4 2a',in/ and (a+3in/
in-entor). #efinin/ and +ontrollin/ D$H ,a' ',o2n mar3ed red.+tion in 'tain'
related re:e+tion'4 a(art from red.+tion in t,ro./, (.t time. $t i' o*'er-ed t,at
one *a'i+ rea'on of ,i/,er D$H i' ,i/,er le-el of re2or3 and alteration'. Dit,
re'(e+t to D$H mana/ement aim ',o.ld *e to mo-e to2ard' lean man.fa+t.rin/
2it, 'in/le (ie+e flo2. Re(leni',ment of D$HEin-entor) ',o.ld *e H.ll dri-en
rat,er t,an (.', dri-en.
S(%$# 13<!3 N3>S en'.re' im(ro-ed ,o.'e3ee(in/ *) (lannin/4 +leanin/ @
$n'(e+tion '+,ed.le' t,at in+l.de floor 6=roomin/4 mo((in/4 -a+..m74 o-er
,eadlam('4 ra+3' et+. ,e +leanin/ '+,ed.le' ',o.ld *e de'i/ned '.+, t,at it
',o.ld mention ,o24 2,en4 2,ere4 re/ardin/ t,e +leanin/ a+ti-it). $t ',o.ld 'tate
t,e (er'on re'(on'i*le and a++o.nta*le for im(lementin/ t,e '+,ed.le'.
Sa$dard%=# 15<!3<,i' refer' to 'tandardi1in/ t,ede(artmental a+ti-itie'. &ere
t,e +leanin/ '+,ed.le'4 ma'ter indeB 6indi+atin/ lo+ation mar3ed for ,ard and
'oft +o(ie'Ere/i'ter'74 tool li't 6'tatin/ lo+ation and 0.antit)7 are di'(la)ed on
noti+e *oard. ,i' 2a) ,.man de(enden+) in a++e''in/ t,e re+ord' and
tool'Ee0.i(ment +an *e eliminated. A(art from t,i' o(erational norm' for ea+,
de(artment are de-elo(ed. $t in+l.de' li't of in+omin/ material for ea+,
de(artment4 it' de'ired mode of (a+3in/ E(a+3a/in/4 (a+3in/ detail'4 de'ired
mode of tran'(ortation of in+omin/ material4 material ,andlin/ e0.i(ment for in
,o.'e mo-ement et+. ,e'e re0.irement' are for2arded to '.((lier a' -oi+e of
+.'tomer. $n addition in-entor) le-el for ea+, in+omin/ item 2it, 'tora/e
lo+ation' i' (lanned. %enerall) 2a'te 6S,a(in/ 2a'te4 "m(t) +one'4 ,read'4
S(rin/ +one'4 (ol)t,ene4 Ha(er4 *am*oo et+7 i' 'e/re/ated at +entrali1ed '+ra(
)ard. &o2e-er ideal met,od i' to 'e/re/ate t,e 2a'te at 'o.r+e of
/eneration. o 'tart 2it,4 2a'te +an *e +ate/ori1ed into or/ani+ 6,read4 9a*ri+7
and inor/ani+ 2a'te6Hol)*i.'4 (la'ti+ +one' et+7. Color>+odin/ for d.'t*in'
',o.ld *e done and trainin/ im(arted to
30
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
"m(lo)ee' to di'(o'e t,e 2a'te in ri/,t d.'t*in. #e(endin/ on t,e nat.re of
2a'te /enerated *) t,e a+ti-it)4 +olor +oded d.'t*in i' (ro-ided at +on-enient
lo+ation. Colle+tion of 2a'te from
d.'t*in and di'(o'al of 2a'te to '+ra( )ard ',o.ld *e done *) mean' of 'imilarl)
+olored +art'. !et,od for re+o-erin/ re+)+la*le 2a'te ',o.ld al'o *e de'i/ned.
Su!a%$ 10<!7K re/.lar internal and eBternal a.dit' are '+,ed.led to o-er+ome
t,e ',ort+omin/. ime *a'ed a+tion (lan 2it, re'(on'i*ilit) for re'ol-in/ t,e
a*normalit) i' made. A' t,e de(artmental team mat.re' in t,e (ro*lem 'ol-in/
met,odolo/)4 it i' ele-ated to form 5.alit) +ir+le'. "m(,a'i' i' to find (ermanent
'ol.tion to (ro*lem at t,e 2or3 le-el it'elf4 2it,o.t ele-atin/ t,e (ro*lem to
,i/,er le-el. Sooner t,e da) toda)
i''.e' are re'ol-ed at Dor3 area le-el and mana/er' are free to t,in3 re/ardin/
im(ro-ement'. A' a r.le !ana/er' ',o.ld '(end 80; of ,i' time on
im(ro-ement'. ,o./, t,e
23 +a%)2 &or, "a$a.#"#$ 1+>M3
Con'+io.'l) and +on'i'tentl) +arr)o.t all a+ti-itie' 2,i+, m.'t *e (erformed
dail) 6or re/.larl)7 to effi+ientl) a+,ie-e t,e aim' of ea+, de(artment. $n (rin+i(le4
t,e'e a+ti-itie' aim to maintain t,e +.rrent 'tat.'4 alt,o./, a+ti-itie' to im(ro-e
t,e 'it.ation are al'o in+l.ded.
33 S%? S%."a
SiB Si/ma i' a *.'ine'' mana/ement 'trate/) ori/inall) de-elo(ed *) !otorola4
USA in 1<81. A' of 20104 it en:o)' 2ide'(read a((li+ation in man) 'e+tor' of
ind.'tr)4 alt,o./, it' a((li+ation i' not 2it,o.t +ontro-er'). SiB Si/ma 'ee3' to
im(ro-e t,e 0.alit) of (ro+e'' o.t(.t' *) identif)in/ and remo-in/ t,e +a.'e' of
defe+t' 6error'7 and minimi1in/ -aria*ilit) in man.fa+t.rin/ and *.'ine''
(ro+e''e'. $t .'e' a 'et of 0.alit) mana/ement met,od'4 in+l.din/ 'tati'ti+al
met,od'4 and +reate' a '(e+ial infra'tr.+t.re of (eo(le 2it,in t,e or/ani1ation
6Q=la+3 =elt'4 Q%reen =elt'4 et+.7 2,o are eB(ert' in t,e'e met,od'. "a+, SiB
Si/ma (ro:e+t +arried o.t 2it,in an or/ani1ation follo2' a defined 'e0.en+e of
'te(' and ,a' 0.antified tar/et'. ,e'e tar/et' +an *e finan+ial 6+o't red.+tion
or (rofit in+rea'e7 or 2,ate-er i' +riti+al to t,e +.'tomer of t,at (ro+e'' 6+)+le
31
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
time4 'afet)4 deli-er)4 et+.7. ,e term 'iB 'i/ma ori/inated from terminolo/)
a''o+iated 2it, man.fa+t.rin/4 '(e+ifi+all) term' a''o+iated 2it, 'tati'ti+al
modelin/ of man.fa+t.rin/ (ro+e''e'. ,e mat.rit) of a man.fa+t.rin/ (ro+e''
+an *e de'+ri*ed *) a 'i/ma ratin/ indi+atin/ it' )ield4 or t,e (er+enta/e of
defe+t>free (rod.+t' it +reate'. A 'iB>'i/ma (ro+e'' i' one in 2,i+, <<.<<<66; of
t,e (rod.+t' man.fa+t.red are free of defe+t'4 +om(ared to a one'i/ma (ro+e''
in 2,i+, onl) 31; are free of defe+t'
6ENERAL REQUIREMENTS
32
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
4.1.1 A 5.alit) !ana/ement S)'tem ,a' *een e'ta*li',ed @
do+.mented in t,e or/ani1ation a' (er $SO <001K 2008. ,e 0.alit)
mana/ement ')'tem ,a' *een im(lemented @ maintained
t,ro./,o.t t,e or/ani1ation. ,e or/ani1ation 'tri-e' for +ontin.al
im(ro-ement of it' 0.alit) mana/ement ')'tem.
4.1.2 ,e (ro+e''e' needed for 0.alit) mana/ement ')'tem @ it'
a((li+ation t,ro./,o.t t,e or/ani1ation ,a-e *een determined.
6AnneB.re>1 Hro+e'' !a(7
4.1.3 ,e 'e0.en+e @ intera+tion of t,e'e (ro+e''e' ,a-e *een
e'ta*li',ed. 6AnneB.re>1 Hro+e'' !a(7
4.1.4 ,e +riteria @ met,od' needed to en'.re t,e effe+ti-ene'' of
o(eration' @ +ontrol of t,e'e (ro+e''e' ,a-e *een e'ta*li',ed.
6AnneB.re>$ $ Hro+e'' Herforman+e Criteria7
4.1.5 ,e a-aila*ilit) of re'o.r+e' @ information ne+e''ar) for '.((ort @
monitorin/ of t,e'e (ro+e''e' i' en'.red.
4.1.6 ,e (ro+e''e' are monitored4 mea'.red 2,ere a((li+a*le @
anal)1ed a' (er +riteria defined4 at re/.lar inter-al'.
4.1.8 All ne+e''ar) a+tion' are ta3en to a+,ie-e (lanned re'.lt' @
+ontin.al im(ro-ement of t,e'e (ro+e''e'.
4.1.8 ,e O.t'o.r+ed (ro+e''e' i.e. em*roider)4 *ead2or3 et+. are
+ontrolled t,ro./, initial (ie+e a((ro-al4 in+omin/ in'(e+tion a' (er
0.alit) in'(e+tion (lan a' a((li+a*le in (.r+,a'e (ro+e''4 re/.lar
monitorin/ *) o.r field 'taff and ed.+atin/ t,e '.((lier' in t.ne 2it,
0.alit) mana/ement ')'tem
5.2.1 6ENERAL
33
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
4.2.1.1 ,e 5.alit) Holi+) @ 5.alit) O*:e+ti-e' ,a-e *een do+.mented.
6Se+tion 1.1 @ 1.2 of 0.alit) ')'tem man.al7.
4.2.1.2 ,e 0.alit) man.al define' t,e 0.alit) mana/ement ')'tem
ado(ted *) t,e or/ani1ation.
4.2.1.3 ,e (ro+ed.re'4 2,ere-er ne+e''ar)4 ,a-e *een do+.mented
6AnneB.re>$$$ Li't of Standard O(eratin/ Hro+ed.re'7.
4.2.1.4 ,e Dor3 $n'tr.+tion' de'+ri*e' in detail ,o2 a' '(e+ifi+ 0.alit)
related ta'3 i' to *e (erformed at t,e ',o( floor le-el
4.2.1.5 Ne+e''ar) te+,ni+al @ allied a'(e+t' ,a-e *een do+.mented to
en'.re t,e effe+ti-e (lannin/4 o(eration @ +ontrol of (ro+e''e'
6AnneB.re>$L Li't of e+,ni+al and Allied #o+.ment'7.
4.2.1.6 ,e re+ord' re0.ired a' (er $SO <001K2008 are maintained.
6AnneB.re>L Li't of Re+ord'7.
5.2.2 QUALITY MANUAL
4.2.2.1 ,i' 0.alit) man.al define' t,e '+o(e of t,e 0.alit) mana/ement
')'tem in+l.din/ detail' of @ :.'tifi+ation for eB+l.'ion'. 6Se+tion
3.1 of 0.alit) ')'tem man.al7.
4.2.2.2 ,e referen+e of t,e do+.mented (ro+ed.re' ,a' *een e'ta*li',ed
at t,e rele-ant 'e+tion' of 0.alit) ')'tem man.al. ,e li't of t,e
do+.mented (ro+ed.re' ,a' *een defined. 6AnneB.re> $$$ Li't of
Standard O(eratin/ Hro+ed.re'7.
4.2.2.3 ,e intera+tion *et2een t,e (ro+e''e' of 0.alit) mana/ement
')'tem ,a' *een defined. 6AnneB.re>1 Hro+e'' !a(7
34
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)

CONTROL OF +OCUMENTS
4.2.3.1 #o+.ment' re0.ired *) 0.alit) mana/ement ')'tem are +ontrolled
in a++ordan+e 2it, a do+.mented (ro+ed.re SOH> 4.2.3
4.2.3.2 ,e do+.ment' are re-ie2ed *) t,e Hre'ident for ade0.a+) (rior to
a((ro-al E re a((ro-al.
4.2.3.3 ,e Hre'ident re-ie2' t,e amendment' if an)4 *efore t,e) are
in+or(orated.
4.2.3.4 ,e amendment'4 if an)4 are identified *) t)(in/ t,e 'ame in *old
and itali+'. . "a+, (a/e of t,e do+.ment' indi+ate' it' re-i'ion
'tat.'. A ma'ter li't of do+.ment' identifie' t,e +.rrent re-i'ion
'tat.' of all do+.ment'.
4.2.3.5 $t i' en'.red t,at t,e rele-ant do+.ment' E (art of do+.ment' are
a-aila*le at t,e (oint of .'e.
4.2.3.6 ,e do+.ment' are ,andled (ro(erl) to maintain t,eir le/i*ilit).
"a+, do+.ment ,a' *een allo+ated a .ni0.e identifi+ation n.m*er
to en'.re ea') identifi+ation.
35
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
4.2.3.8 #o+.ment' of eBternal ori/in a' ne+e''ar) for (lannin/ and
o(eration of t,e 0.alit) mana/ement ')'tem are determined 6Li't
of "Bternal #o+.ment'7. %eneral !ana/er 6"B(ort'7 +ontrol' t,e
di'tri*.tion of '.+, do+.ment'.
4.2.3.8 ,e o*'olete do+.ment' in /eneral are de'tro)ed4 eB+e(t for
ma'ter +o()4 2,i+, i' +learl) 'tam(ed a' O=SOL"" to (re-ent it'
.nintended .'e.
36
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
SECTION 0
MANAGEMENT RESPONSIBILITY
0.1 MANA6EMENT COMMITMENT
0.2 CUSTOMER FOCUS
0.3 QUALITY POLICY
0.5 PLANNIN6
0.0 RESPONSIBILITY@ AUT8ORITY AN+ COMMUNICATION
0.7 MANA6EMENT REVIE>
38
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
0.1 MANA6EMENT COMMITMENT
5.1.1 ,e to( mana/ement i' +ommitted for t,e de-elo(ment and
im(lementation of 0.alit) mana/ement ')'tem and +ontin.al
im(ro-ement of it' effe+ti-ene''.
5.1.2 ,e im(ortan+e of meetin/ +.'tomer'A and ot,er re0.irement' i'
'tre''ed +ontin.o.'l) at t,e time of mana/ement re-ie2 meetin/'.
5.1.3 ,e Hre'ident i' re'(on'i*le to en'.re it' +omm.ni+ation do2n t,e
line t,ro./, re'(e+ti-e &O#'.
5.1.4 A 0.alit) (oli+) ,a' *een e'ta*li',ed a' a mean of dire+tion to t,e
em(lo)ee'.
5.1.5 ,e 0.alit) o*:e+ti-e' ,a-e *een e'ta*li',ed for t,e identified
(ro+e''e'.
5.1.6 ,e mana/ement a' a /e't.re of it' +ommitment to2ard' 0.alit)
mana/ement ')'tem +ond.+t' a mana/ement re-ie2 e-er) 'iB
mont,' to e-al.ate t,e (erforman+e of t,e ')'tem and identif)in/
o((ort.nitie' for im(ro-ement.
5.1.8 All ne+e''ar) re'o.r+e' ,a-e *een determined and (ro-ided.
5.1.8 ,e re0.irement of re'o.r+e' i' al'o a''e''ed d.rin/ mana/ement
re-ie2 and t,e 'ame are (ro-ided a' and 2,en re0.ired.
0.2 CUSTOMER FOCUS
5.2.1 Hrime im(ortan+e i' /i-en to t,e +.'tomer 'ati'fa+tion and it'
en,an+ement *) t,e or/ani1ation.
5.2.2 ,e +.'tomer re0.irement' are determined and a''e''ed 2it,
re'(e+t to ea+, order.
5.2.3 Al'o t,e +ontin.o.' a''e''ment of +.'tomer'A re0.irement' i'
done *) re/.lar intera+tion 2it, t,em.
5.2.4 ,e +on+e(t of +.'tomer 'ati'fa+tion ,a' al'o *een eBtended to
t,e internal +.'tomer' 2,erein ea+, f.n+tion identifie' it' role a' a
38
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
'.((lier and +.'tomer 2it,in t,e or/ani1ation and 'tri-e' for
'ati'fa+tion of it' internal +.'tomer'.
5.2.5 De 'tre'' and monitor t,e follo2in/'4 for en,an+ement of +.'tomer
'ati'fa+tion.
5.2.6 Re/.lar Hre>Hrod.+tion !eetin/ 2it, t,e +.'tomer re(re'entati-e'.
5.2.8 Ad,erin/ to '(e+ifi+ation' 6$n'(e+tion Re(ort'7
5.2.8 Re/.lar im(ro-ement of t,e 0.alit) norm' 65.alit) $n'(e+tion Hlan7
5.2.< Ad,erin/ to deli-er) '+,ed.le
5.2.10 Hrime im(ortan+e i' /i-en for +.'tomer +omm.ni+ation and
re'(on'e i' made for t,eir en0.irie'
5.2.11 %at,erin/ +.'tomer feed*a+3 re/.larl).
5.2.12 !onitorin/ *.'ine'' /ro2t, 2it, ea+, +.'tomer.
0.3 QUALITY POLICY
5.3.1 ,e 0.alit) (oli+) of t,e or/ani1ation ,a' *een e'ta*li',ed in t,e
or/ani1ation.
5.3.2 ,e 0.alit) (oli+) i' in line 2it, t,e (.r(o'e of t,e or/ani1ation i.e.
+.'tomer 'ati'fa+tion *) man.fa+t.re and '.((l) of read)made
/arment'.
5.3.3 ,e 0.alit) (oli+) al'o refle+t' mana/ementA' +ommitment to
+om(l) 2it, t,e re0.irement' of 0.alit) mana/ement ')'tem and
it' +ontin.al im(ro-ement.
5.3.4 ,e 0.alit) o*:e+ti-e' ,a-e *een deri-ed from t,e 0.alit) (oli+) of
t,e or/ani1ation.
5.3.5 ,e 0.alit) (oli+) ,a' *een di'(la)ed at -ario.' 'trate/i+ lo+ation'
2it,in t,e or/ani1ation in "n/li', and &indi.
5.3.6 Hre'ident and !ana/ement Re(re'entati-e are re'(on'i*le to
en'.re t,at all em(lo)ee' .nder'tand t,e 0.alit) (oli+).
5.3.8 ,e re-ie2 of 0.alit) (oli+) i' +arried o.t on+e in a )ear d.rin/
mana/ement re-ie2.
3<
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
5.3.8 ,e re-ie2 of (oli+) ma) al'o *e +arried o.t in +a'e of +,an/in/
+ir+.m'tan+e' d.e to +,an/in/ +.'tomer re0.irement' or +,an/e
in *.'ine'' en-ironment.
0.5.1 QUALITY OBJECTIVES
5.4.1.1 ,e 0.alit) o*:e+ti-e' for t,e identified (ro+e''e' of t,e
or/ani1ation ,a-e *een e'ta*li',ed. 6A# N 5.4 >017
5.4.1.2 ,e o*:e+ti-e' are in +on'i'ten+e to t,e 0.alit) (oli+) of t,e
or/ani1ation.
5.4.1.3 ,e met,od of mea'.rement of t,e o*:e+ti-e' and t,e fre0.en+) of
data +olle+tion for t,e 'ame ,a' *een determined.
5.4.1.4 ,e re'(e+ti-e &O#' are re'(on'i*le for definin/ t,e a+tion (lan
for a+,ie-ement of t,e o*:e+ti-e'.
5.4.1.5 ,e re-ie2 of a+,ie-ement of o*:e+ti-e' i' an inte/ral (art of
mana/ement re-ie2.
40
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
0.5.2 QUALITY MANA6EMENT SYSTEM PLANNIN6
5.4.2.1 ,e do+.mented ')'tem of t,e or/ani1ation refer' to t,e (lannin/
of t,e 0.alit) mana/ement ')'tem.
5.4.2.2 ,e 0.alit) o*:e+ti-e' ,a-e *een (lanned for t,e identified
(ro+e''e'.
5.4.2.3 ,e Hre'ident al'o re-ie2' t,e 0.alit) o*:e+ti-e' for t,eir '.ita*ilit)
on+e in a )ear.
5.4.2.4 $n +a'e an) +,an/e' to t,e ')'tem it i' en'.red t,ro./,
mana/ement re-ie2 meetin/ t,at inte/rit) of t,e 0.alit) ')'tem i'
maintained.
5.4.2.5 "a+, +,an/e to t,e ')'tem i' re-ie2ed at t,e time of mana/ement
re-ie2.

41
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
0.0.1 RESPONSIBILITY AN+ AUT8ORITY
5.5.1.1 Or/ani1ation C,art of t,e (lant ,a' *een e'ta*li',ed indi+atin/ 3e)
(er'onnel. 6AnneB.re L$ Or/ani1ation C,art7
5.5.1.2 Re'(on'i*ilit) and A.t,orit) of t,e 3e) (er'onnel 2,o +ontri*.te to
t,e 0.alit) of t,e (rod.+t ,a' *een e'ta*li',ed. 6AnneB.re L$$
Re'(on'i*ilit) @ A.t,orit)7
5.5.1.3 Re'(on'i*ilit) and a.t,orit) ,a' *een +omm.ni+ated to all
+on+erned *) di'tri*.tin/ t,e rele-ant do+.ment'.
0.0.2 MANA6EMENT REPRESENTATIVE
5.5.2.1 !r. S,ati', C.mar #a'4 %eneral !ana/er 6"B(ort'74 ,a' *een
a((ointed a' !ana/ement Re(re'entati-e *) !r. S.d,ir #,in/ra4
C,airman C.m !ana/in/ #ire+tor4 2,o irre'(e+ti-e of ,i' ot,er
re'(on'i*ilitie' ,a' additional re'(on'i*ilitie' and a.t,oritie' a'
follo2'.
5.5.2.2 "n'.rin/ t,at (ro+e''e' needed for t,e 0.alit) mana/ement
')'tem are e'ta*li',ed4 im(lemented and maintained *) mean' of
$nternal a.dit'
#o+.ment +ontrol
5.5.2.3 Re(ortin/ to t,e C!# E Hre'ident on t,e (erforman+e of t,e 5.alit)
!ana/ement S)'tem and an) need for im(ro-ement t,ro./,
!ana/ement Re-ie2.
42
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
5.5.2.4 "n'.rin/ t,e (romotion of a2arene'' of +.'tomer re0.irement'
t,ro./,o.t t,e Or/ani1ation.
5.5.2.5 !.R re'(on'i*le for +omm.ni+atin/ 2it, eBternal (artie' on matter'
relatin/ to 5!S.
0.0.3 INTERNAL COMMUNICATION
5.5.3.1 ,e or/ani1ation ,a' e'ta*li',ed an effe+ti-e mean' of internal
Comm.ni+ation ')'tem
5.5.3.2 9ormal internal feed*a+3 ')'tem i' in (la+e *et2een t,e internal
+.'tomer' to ena*le t,em for ta3in/ immediate +orre+ti-e a+tion'.
5.5.3.3 ,e effe+ti-ene'' of 0.alit) mana/ement ')'tem 6re'.lt' of internal
a.dit7 i' +omm.ni+ated to all t,e +on+erned.
5.5.3.4 Comm.ni+ation *et2een +.'tomer and Senior Li+e Hre'ident
6!ar3etin/ @ O(eration'7 related to (rod.+t re0.irement' i'
formall) +on-e)ed to Hre'ident E %.!. 6O(eration'7.
5.5.3.5 Hre'ident E %.!. 6O(eration'7 f.rt,er +omm.ni+ate' t,e
re0.irement' do2n t,e line t,ro./, re'(e+ti-e &O#'.
5.5.3.6 Or/ani1ation C,art of t,e +om(an) i' one of t,e +omm.ni+ation
mean'.
5.5.3.8 Noti+e *oard' and './/e'tion *oBe' are (ro-ided.
5.5.3.8 "m(lo)ee' are en+o.ra/ed to +ome for2ard 2it, ne2 idea' and
'.//e'tion' for +ontin.al im(ro-ement.
5.5.3.< $nformal +omm.ni+ation ')'tem i' al'o in (la+e *.t 2,ere t,ere i'
(o''i*ilit) of an) mi'ta3e4 a formal +omm.ni+ation ')'tem i'
ad,ered to.
43
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
0.7.1 6ENERAL
5.6.1.1 !ana/ement re-ie2 i' +arried o.t on+e in 'iB mont,' to en'.re t,e
effe+ti-ene'' of t,e 0.alit) mana/ement ')'tem.
5.6.1.2 !ana/ement re-ie2 al'o (ro-ide' o((ort.nitie' for im(ro-ement
and t,e need for an) +,an/e' in t,e 0.alit) mana/ement ')'tem
in+l.din/ 0.alit) (oli+) and 0.alit) o*:e+ti-e'.
0.7.2 REVIE> INPUT
5.6.2.1 !ana/ement re(re'entati-e (re(are' t,e Re-ie2 $n(.t #ata S,eet
in +on'.ltation 2it, t,e Hre'ident and maintain t,e re+ord' of
!ana/ement Re-ie2 !eetin/.
5.6.2.2 ,e follo2in/ in(.t' are +on'idered 2,ile (re(arin/ a/enda
9ollo2>.( a+tion' from (re-io.' mana/ement re-ie2
Re'.lt of internal a.dit'
C.'tomer feed*a+3 E +om(laint
Hro+e'' (erforman+e and (rod.+t +onformit)
Stat.' of +orre+ti-e and (re-enti-e a+tion'
C,an/e' t,at +o.ld affe+t t,e 0.alit) mana/ement
')'tem
Re+ommendation'E'.//e'tion' for im(ro-ement
5.6.2.3 ,e meetin/ i' +,aired *) t,e Hre'ident and i' attended *) all
+on+erned.
44
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
0.7.3 REVIE> OUTPUT
5.6.3.1 ,e o.t(.t from mana/ement re-ie2 i' in t,e form of !ana/ement
Re-ie2 !in.te' indi+atin/ de+i'ion' and a+tion' related to
$m(ro-ement of effe+ti-ene'' of t,e 0.alit) mana/ement
')'tem and it' (ro+e''e'
$m(ro-ement of (rod.+t
Re'o.r+e' needed.
5.6.3.2 ,e a+tion' de+ided d.rin/ mana/ement re-ie2 are +omm.ni+ated
to t,e +on+erned *) (ro-idin/ a +o() of !ana/ement Re-ie2
!in.te'.
5.6.3.3 ,e effe+ti-ene'' of t,e a+tion' ta3en i' -erified for +om(lian+e
d.rin/ internal a.dit'.
45
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
SECTION 7
+ES#%+CE
M!N!2EMEN&
7.1 PROVISION OF RESOURCES
7.2 8UMAN RESOURCES
7.3 INFRASTRUCTURE
7.5 >ORA ENVIRONMENT
46
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
6.1 PROVISON OF RESOURCES
6.1.1 ,e re'o.r+e re0.irement' of t,e or/ani1ation for im(lementation
and maintenan+e of 0.alit) mana/ement ')'tem ,a-e *een
determined.
6.1.2 ,e ne+e''ar) re'o.r+e' ,a-e *een (ro-ided to meet t,e
+.'tomer re0.irement' and for en,an+in/ t,eir 'ati'fa+tion.
6.1.3 ,e re'o.r+e' in+l.de
&.man re'o.r+e'
$nfra'tr.+t.re
Dor3 en-ironment
7.2.1 6ENERAL
6.2.1.1 ,e (er'onnel (erformin/ 2or3 affe+tin/ +onformit) to (rod.+t
re0.irement' ,a-e *een identified.
6.2.1.2 Her'onnel 2,o are a''i/ned re'(on'i*ilitie' for (erformin/ 2or3
affe+tin/ +onformit) to (rod.+t re0.irement' dire+tl) or indire+tl)
are +om(etent eno./, on t,e *a'i' of ed.+ation4 trainin/4 '3ill' and
eB(erien+e.
7.2.2 COMPETENCE@ TRAININ6 AN+ A>ARENESS
6.2.2.1 ,e ne+e''ar) +om(eten+e for t,e (er'onnel +arr)in/ o.t 2or3
affe+tin/ +onformit) to (rod.+t re0.irement' ,a' *een defined.
6.2.2.2 ,e 0.alif)in/ +riteria for '.+, (er'onnel ,a-e *een defined on t,e
Fo* Hrofile 6A# N &R# >017 indi+atin/ re0.ired ed.+ation E trainin/
E '3ill E eB(erien+e.
6.2.2.3 ,e +om(eten+e of (er'onnel i' a''e''ed *) mean' of ann.al
(erforman+e a((rai'al *a'ed on t,e defined +riteria *) t,e
+on+erned &O#'.
48
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
6.2.2.4 ,e trainin/ need' are al'o a''e''ed on t,e *a'i' of ann.al
(erforman+e a((rai'alE at t,e time of mana/ement re-ie2.
6.2.2.5 &R# arran/e' for t,e re0.ired trainin/ to a+,ie-e t,e ne+e''ar)
+om(eten+e internall) or t,ro./, eBternal a/en+ie' a' and 2,en
ne+e''ar).
6.2.2.6 ,e immediate '.(erior of t,e em(lo)ee i' re'(on'i*le to e-al.ate
t,e effe+ti-ene'' of trainin/ (ro-ided.
6.2.2.8 ,e (er'onnel ,a-e *een made a2are of t,eir role in a+,ie-ement
of 0.alit) o*:e+ti-e' t,ro./, internal meetin/'.
6.2.2.8 ,e re+ord of em(lo)ee ed.+ation4 trainin/4 '3ill4 eB(erien+e and
(eriodi+ a((rai'al i' maintained in t,e form of Her'onal 9ile.
7.3 INFRASTUCTURE
6.3.1 ,e infra'tr.+t.re re0.irement needed to a+,ie-e +onformit) to
(rod.+t re0.irement' ,a' *een identified.
6.3.2 ,e infra'tr.+t.re in+l.de'
Ade0.ate *.ildin/ '(a+e 2it, 2ell defined 'e+tion' to
en'.re 'moot, 2or3 flo2
%enerator'
=oiler'
Lario.' t)(e' of Hrod.+tion ma+,ine'
An+illar) ma+,ine'
CA# S)'tem
$nter+om' for internal +omm.ni+ation
Com(.ter 2it, ne+e''ar) 'oft2are
rolle)' E Le,i+le for material ,andlin/ and tran'(ortation.
6.3.3 ,e (re-enti-e maintenan+e of t,e Hrod.+tion ma+,ine' are
+arried o.t in a++ordan+e 2it, t,e !aintenan+e Hlan 6!e+,ani+al7
and !aintenan+e Hlan 6"le+tri+al7.
6.3.4 Li't of $nfra'tr.+t.re ,a' *een do+.mented.
48
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
6.3.5 "a+, ma+,ine i' '.*:e+ted to (re-enti-e +,e+3 a' (er defined
+riteria.
6.3.6 ,e re+ord of ma+,ine maintenan+e i' maintained on t,e
!aintenan+e Card
6.3.8 Alt,o./, t,e *.ildin/ ,a' no a((arent effe+t on t,e (rod.+t
+onformit)4 all 'te(' are ta3en for '.ita*le maintenan+e of t,e
*.ildin/.
6.3.8 ,e maintenan+e of t,e material ,andlin/ trolle)' i' need *a'ed.
6.3.< ,e +om(.ter and related 'oft2are are +o-ered *) ann.al
maintenan+e +ontra+t'.
6.3.10 A(art from in>,o.'e ro.tine maintenan+e4 t,e /enerator' E *oiler'
are al'o +o-ered .nder ann.al maintenan+e +ontra+t'.
6.3.11 ,e +om(an) ,a' in'.ran+e +o-er for *.ildin/'4 ma+,ine' and
(rod.+t'.
,e '.((ortin/ 'er-i+e' '.+, a' tran'(ort4 +omm.ni+ation or information ')'tem
ne+e''ar) to a+,ie-e (ro+e'' effi+a+) and maintain (rod.+t +onformit) are
determined and (ro-ided
7.5 >ORA ENVIRONMENT
6.4.1 A /ood 2or3 en-ironment i' maintained in t,e or/ani1ation to
a+,ie-e +onformit) to (rod.+t re0.irement'.
6.4.2 ,e 2or3 en-ironment in+l.de'
Safet) a'(e+t'
4<
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
&ealt, @ ,)/iene a'(e+t'
&o.'e3ee(in/
$ll.mination
Air +onditionin/ Hlant
Lentilation
Utilitie'
6.4.3 All effort' are made to en'.re a /ood and +ond.+i-e 2or3
en-ironment.
6.4.4 ,e a'(e+t' relatin/ to 2or3 en-ironment are -erified at re/.lar
inter-al' and +orre+ti-e mea'.re' are ta3en a' and 2,en
ne+e''ar).
50
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
SECTION -
+#D%C& +E!$IS!&I#N
-.1 PLANNIN6 OF PRO+UCT REALISATION
-.2 CUSTOMER RELATE+ PROCESSESS
-.3 +ESI6N AN+ +EVELOPMENT
-.5 PURC8ASIN6
-.0 PRO+UCTION AN+ SERVICE PROVISION
-.7 CONTROL OF MONITORIN6 AN+ MEASURIN6 EQUIPMENTS
51
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
-.B PRO+UCT REALISATION

Hrod.+t Reali1ation4 referrin/ to t,e $SO <001K2000 Hro+e'' !odel4 i' t,e
re0.irement t,at +o-er'K
.nder'tandin/ and definin/ +.'tomer need' to
(ro-idin/ t,e (rod.+t or 'er-i+e to t,e +.'tomer
So it 2ill addre'' it'elf to all t,o'e de(artment' in )o.r +om(an) t,at form (art
of it' '.((l) +,ain. Namel)K
9a*ri+
$n+omin/ in'(e+tion of fa*ri+
#)in/E(rintin/
C.ttin/
Stit+,in/
"m*roider)6if re0.ired7
9ini',in/
Ha+3in/
#i'(at+,
$t i' t,e onl) re0.irement 2it,in t,i' 'tandard 2,ere (ermi''i*le eB+l.'ion'
are allo2ed. ,at i'4 it i' (o''i*le t,at 'ome of t,e re0.irement' do not a((l)
to )o.r +om(an). 9or eBam(le Re'ear+, and #e-elo(ment 2o.ld not a((l) if
)o. ,ad no de'i/n de(artment and )o. did not do (rod.+t E 'er-i+e
de-elo(ment.

8.1 Hlannin/ of Hrod.+t Reali1ation
,i' re0.irement relate' to )o.r (lannin/ of t,e reali1ation (ro+e'' to en'.re
t,at all (ro+e''e' from .nder 'tandin/ +.'tomer need' to (ro-idin/ t,e
52
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
(rod.+t are identified and (ro(erl) (lanned. ,i' +o.ld addre''4 de(endin/ on
t,e t)(e of *.'ine''K
$dentifi+ation of )o.r (rod.+tE'er-i+e t,at )o. (ro-ide to )o.r +.'tomer
Hlannin/ t,e (ro-i'ion of t,e'e (rod.+tE'er-i+e'4 e./. t,e 'ale'Eorder
+)+le
#e'i/nin/ or de-elo(ment of t,e 'er-i+e'
Hro+.rement of material' and ot,er re'o.r+e'
Hrod.+in/ or (ro-idin/ t,e (rod.+t or 'er-i+e
$n'tallation and '.((ort of t,e (rod.+t or 'er-i+e
Under'tand ea+, (,a'e and do+.ment 2,at t,e (lannin/ +om(onent +on'i't'
of.

8.2 C.'tomer Related Hro+e''or'

8.2.1 #etermination of Re0.irement' Related to t,e Hrod.+t
,i' i' 2,ere t,e .nder'tandin/ of 2,at )o.r +.'tomer' 2ant' from )o.
'tart'. D,at i' it in (arti+.lar t,at t,e) need from )o.R ,i' ',o.ld addre''K
Hrod.+t and it' +,ara+teri'ti+'
Hri+eE#eli-er)
Ha)ment a/reement
An) le/al +on'traint'
S.((ort
,ere i' no do.*t t,at mi'.nder'tandin/' or la+3 of +larit) in t,i' (,a'e 2ill
+a.'e 0.alit) i''.e' later on. So do a /ood :o* ,ere and ma3e '.re t,at t,ere
i' a m.t.al a/reement *et2een )o.r'el-e' and t,e +.'tomer of 2,at i' to *e
(ro-ided.

53
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
8.2.2 Re-ie2 of Re0.irement' Related to t,e Hrod.+t
,i' i' a do.*le +,e+3 to en'.re t,at t,e do+.mented re0.irement'4 a'
'.((lied *) )o.r +.'tomer' are .nder'tood and +orre+t. $deall) 'ome*od)
ot,er t,an t,e ori/inal order ta3er ',o.ld (erform t,i' 'te(. Al'o it i'
(refera*le t,at all order re0.irement' form )o.r +.'tomer' are do+.mented in
2ritin/. At t,i' order re-ie2 'ta/e +,e+3 to en'.re t,at )o.r +om(an) ,a' t,e
re'o.r+e' to (ro-ide t,e (rod.+t or 'er-i+e a' '(e+ified *) t,e +.'tomer. $n
addition an) +,an/e' in t,i' order (,a'e +,e+34 do+.ment and +ir+.lat to all
(er'on' in )o.r +om(an) affe+ted *) t,em4 in+l.din/ )o.r +.'tomer.

8.2.3 C.'tomer Comm.ni+ation
,i' re0.irement i' aimed at en'.rin/ /ood +omm.ni+ation *et2een
)o.r'el-e' and )o.r +.'tomer 2it, re/ard toK
(rod.+t information
orderEen0.ir) ,andlin/ and +,an/e'
+.'tomer feed*a+3
C.'tomer +om(laint'
Comm.ni+ation +an ta3e man) form'4 -er*al4 tele(,oneEfaB4 email4
+atalo/.e'4 2e* 'ite'4 orderin/ material4 et+.

8.3 #e'i/n @ #e-elo(ment
,i' re0.irement i' not 'olel) aimed at t,o'e traditional de'i/n de(artment'.
!o't +om(anie' do 'ome form of de'i/n andEor de-elo(ment on t,eir 'er-i+e
or (rod.+t. Go. ma) for eBam(le de'i/n t,e 'er-i+e .ni0.el) for ea+,
+.'tomer a' i' t,e +a'e for 'ome +on'.ltin/ +om(anie'. So t,in3 *roadl) on
,o2 )o. do de'i/n and de-elo(ment. ,e 'tandard loo3' at t,i' (ro+e''
t,ro./, 8 di'tin+t re0.irement'K
1. Hlannin/ N $dentif) and (lan t,e -ario.' de'i/n and de-elo(ment (,a'e'
2. $n(.t' N 2,at are t,e in(.t' to t,i' (ro+e'' in term' of re0.irement' or
+on'traint'
54
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
3. O.t(.t' N '(e+if) t,e de'i/n o.t(.t' re0.ired form t,e de'i/n or
de-elo(ment (ro(o'ed
4. Re-ie2 N en'.re t,at t,e (ro+e'' i' re/.larl) re-ie2ed and re+orded
5. Lerifi+ation N -erif) t,e de'i/n to +,e+3 t,e) +om(l) 2it, t,e in(.t
re0.irement'
6. Lalidation N *en+, te't4 (ilotin/4 all +on'tr.+ti-e t)(e' of de'i/n
-alidatin/
8. C,an/e' N if +,an/e' are ne+e''ar) t,ro./, o.t and (o't t,e de'i/n
(ro+e'' en'.re t,at it i' +ontrolled.

8.4 H.r+,a'in/

8.4.1 H.r+,a'in/ Hro+e''
,i' re0.irement i' dire+ted at t,e mana/ement and interfa+e 2it, t,o'e
+om(anie' (ro-idin/ /ood'E'er-i+e' to )o.r +om(an). ,e /ood' or 'er-i+e'
in t,i' +a'e *ein/ (ro+.red. ,e o*:e+ti-e i' to en'.re t,at t,e re0.irement'
)o. ,a-e for t,e'e (ro+.red /ood'E'er-i+e' are (ro(erl) defined and
+omm.ni+ated to t,e '.((lier. 9ail.re to do 'o ma) re'.lt in t,e 2ron/
(rod.+tE'er-i+e *ein/ deli-ered. Hart of t,i' (ro+e'' relate' to 'ele+tion a
+om(etent '.((lier.

8.4.2 H.r+,a'in/ $nformation
,i' relate' to )o.r '(e+ifi+ation or re0.irement for t,e (.r+,a'ed /ood' E
'er-i+e' and ,o2 i' t,i' +omm.ni+ated to t,e '.((lier. Re0.irement' +an
addre''K
Hre a((ro-al of (rod.+t
Her'onnel 0.alifi+ationE+om(eten+e
Relatin/ re/.lation'E'(e+ifi+ation'
Conforman+e to ')'tem' 'tandard'
55
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
,e'e re0.irement' 2o.ld t,en *e tran'mittedE+omm.ni+ated -ia a (.r+,a'e
order or +ontra+t or 'omet,in/ 'imilar. A' 2ell t,e'e re0.irement' ',o.ld *e
-erified *) )o.r or/ani1ation (rior to tran'mi''ion to t,e '.((lier.

8.4.3 Lerifi+ation of H.r+,a'ed Hrod.+t
Hart of t,e (.r+,a'e (ro+e'' i' to -erif) t,at t,e /ood'E'er-i+e' t,at )o.
(ro+.red. ,i' ma) *e a' 'im(le a' in'(e+tin/ t,e item .(on re+ei(t4 *.t it
+o.ld al'o *e done (rior to ',i(ment. ,e -erifi+ation (ro+e'' ma) lea-e it .(
to t,e '.((lier to a''.re )o. t,at final +,e+3'Ein'(e+tion' ,a-e ta3en (la+e
and (ro-ide 2ritten (roof of t,i' 6'.+, a' a +ertifi+ate of +onforman+e7.

8.5 Hrod.+tion and Ser-i+e Hro-i'ion

8.5.1 Control of Hrod.+tion and Ser-i+e Hro-i'ion
,i' re0.irement addre''e' t,e (ro+e'' of (rod.+in/ t,e (rod.+t or deli-erin/
t,e 'er-i+e and ,o2 i' it +ontrolled. $n t,e (re-io.' relea'e of t,i' 'tandard it
'(o3e a*o.t (ro+e'' +ontrol t,at i' t,e intent ,ere4 to +ontrol t,e (ro+e'' to
(rod.+e +onformin/ (rod.+t. ,e 2a) t,i' a+,ie-e i' de'+ri*ed a' ,a-in/ in
(la+e one or more of t,e follo2in/ +riteriaK
Ade0.ate '(e+ifi+ation' for t,e (rod.+tE'er-i+e
Hro-idin/ in'tr.+tion' of ,o2 to (rod.+e t,e (rod.+t -ia4 Dor3
$n'tr.+tion'4 Standard O(eratin/ Hro+ed.re'4 =e't O(eratin/ Hra+ti+e'4 et+.
!a3in/ '.re t,at t,ere i' ade0.ate e0.i(ment to man.fa+t.re t,e
(rod.+t or deli-er t,e 'er-i+e
D,ere ne+e''ar) (ro-ide (ro(er mea'.rin/ and monitorin/ de-i+e'
&a-e in (la+e final +,e+3' and in'(e+tion (rior to deli-erin/ t,e (rod.+t
or 'er-i+e

56
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
8.5.2 Lalidation of Hro+e''e'
,i' re0.irement 2o.ld a((l) 2,ere t,e (rod.+t or 'er-i+e (rod.+ed +annot
*e te'ted dire+tl). $n'tead t,e (ro+e'' t,at (rod.+e' t,e (rod.+t m.'t *e
0.alified and -erified a' *ein/ in +ontrol and +orre+t. "Bam(le' of t,i' are ri+,
in t,e en/ineerin/ field 2,en loo3in/ at '.+, t,in/' a' 2eldin/ 2,i+, i'
diffi+.lt to (ro(erl) in'(e+t 2,en +om(leted. $n'tead t,e a((roa+, i' to 0.alif)
t,e 2elder and t,e 'ettin/' t,e) .'e to do t,e 2eldin/ t,ere*) a''.rin/ a
'.++e''f.l 2eld (ro+e''.

8.5.3 $dentifi+ation @ ra+ea*ilit)
$t i' ne+e''ar) to en'.re t,at )o.r (rod.+tE'er-i+e' and t,e +om(onent' t,at
/o into t,eir (rod.+tion are (ro(erl) identified to (re-ent a++idental miB>.('
from o++.rrin/. An'2erin/ t,e 0.e'tion ,o2 do )o. 3no2 2,at )o. are .'in/R
$dentifi+ation' +an ta3e t,e form of la*elin/4 +olo.r +odin/4 mar3in/4 et+.
9.rt,ermore4 2,en it i' a re0.irement t,e eBtent of tra+ea*ilit) m.'t *e
defined. ,at i' it ma)*e ne+e''ar) to 3no2 2,ere +om(onent material'
+ome form and 2,o 2or3ed on t,em. ,i' i' to *e a*le to tra+e t,em *a+3
',o.ld fail.re o++.r and an anal)'i' i' re0.ired.

8.5.4 C.'tomer Hro(ert)
,i' refer' to an) +.'tomer o2ned (ro(ert) 6material4 +om(onent'4
e0.i(ment4 et+7 t,at t,e) ,a-e (ro-ided to )o. t,at )o. 2ill .'e in t,e
(rod.+tionEdeli-er) of )o.r (rod.+t or 'er-i+e. D,at t,e re0.irement 'ee3' to
+ontrol i' ,o2 )o. (ro+e'' and mana/e t,i' (ro(erl)4 form re+ei(t4 'tora/e
and in'tallation. S,o.ld in+ident' o++.r '.+, t,at t,i' (ro(ert) i' lo't or
dama/e4 +omm.ni+ation *a+3 to t,e +.'tomer i' re0.ired. ,i' re0.irement
+an *e eBtended to +.'tomer do+.mentation (ro-ided *.t onl) 2,ere it ,a' to
*e ret.rned at t,e end of t,e +ontra+t.

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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
8.5.5 Hre'entation of Hrod.+t
,i' re0.irement addre''e' t,e (re'er-ation of (rod.+t +onformit) d.rin/ it'
.'e in man.fa+t.rin/Edeli-er) of t,e (rod.+t or 'er-i+e'. $t loo3' at formali'in/
(ro+e''e' in re'(e+t ofK &andlin/4 'tora/e4 (a+3a/in/4 (re'er-in/ and
deli-er) (ro+e''4 2,ere an) of t,em a((l) to )o..

8.5.6 Control of !ea'.rin/ @ !onitorin/ #e-i+e'
,i' relate' to t,e e0.i(ment .'e to -erif) t,e (rod.+t +onforman+e referred
to in +la.'e 8.5.1 and 8.5.2 for t,i' e0.i(ment are t,e) +orre+t in term' ofK >
a++.rate > fit for (.r(o'e &o2 often are t,e) +,e+3ed and are t,ere re+ord' of
t,e'e +,e+3'R $' t,e +,e+3in/ fre0.en+) a((ro(riate for 2,at i' *ein/
mea'.redR $n t,e e-ent of non>+onformin/ e0.i(ment ,o2 i' it ,andledR
A 5.alit) +ontroller +,e+3in/ t,e fit of a /arment

58
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
SECTION C
MEASUREMENT, ANALYSIS AND IMPROVEMENT
C.1 6ENERAL
C.2 MONITORIN6 AN+ MEASUREMENT
C.3 CONTROL OF NON CONFORMIN6 PRO+UCT
C.5 ANALYSIS OF +ATA
C.0 IMPROVEMENT
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
C.1 6ENERAL
8.1.1 An effe+ti-e monitorin/4 mea'.rement4 anal)'i' @ im(ro-ement
(ro+e'' ,a' *een e'ta*li',ed in t,e or/ani1ation.
8.1.2 ,e (rod.+t +,ara+teri'ti+' mea'.rement i' +arried o.t a' (er
5.alit) $n'(e+tion Hlan.
8.1.3 ,e data related to in'(e+tion E te't i' /at,ered and i' '.*:e+ted
to 'tati'ti+al anal)'i' for t,e (.r(o'e of +ontin.al im(ro-ement.
8.1.4 ,e +onformit) of 0.alit) mana/ement ')'tem i' monitored and
mea'.red *) mean' of internal a.dit'.
8.1.5 ,e data relatin/ to internal a.dit' are re-ie2ed d.rin/
mana/ement re-ie2.
8.1.6 ,e im(ro-ement in t,e effe+ti-ene'' of 0.alit) mana/ement
')'tem i' *ro./,t a*o.t *) mean' of mana/ement re-ie24
0.alit) (oli+)4 0.alit) o*:e+ti-e'4 and anal)'i' of data and *)
-ario.' +orre+ti-e @ (re-enti-e a+tion'.
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
C.2 CUSTOMER SATISFACTION
8.2.1.1 ,e +.'tomer 'ati'fa+tion i' of (rime im(ortan+e to t,e
or/ani1ation.
8.2.1.2 ,e +.'tomer 'ati'fa+tion i' monitored +ontin.all) *) Senior Li+e
Hre'ident 6!ar3etin/ @ O(eration'7 .'in/ +.'tomer feed*a+3 to
monitor information relatin/ to +.'tomer (er+e(tion a' to 2,et,er
t,e +om(an) ,a' met +.'tomer re0.irement'.
8.2.1.3 ,e met,od' for a''e''ment of +.'tomerA' 'ati'fa+tion in+l.de
C.'tomer feed*a+3
9eed*a+3 d.rin/ (er'onal -i'it'
C.'tomer +om(laint'
Her'onal +omm.ni+ation 2it, t,e +.'tomer'
8.2.1.4 ,e re+ord of +.'tomer +om(laint' i' maintained.
8.2.1.5 ,e +.'tomer feed*a+3 i' /at,ered t,ro./, (er'onal intera+tion.
8.2.1.6 Al'o t,e trend of *.'ine'' -ol.me and re(eat order'4 indi+ate t,e
+.'tomer 'ati'fa+tion le-el.
8.2.1.8 ,e data (ertainin/ to t,e +.'tomer 'ati'fa+tion i' +om(iled and
re-ie2ed d.rin/ mana/ement re-ie2.
8.2.1.8 !ea'.re' are al'o ta3en to en,an+e +.'tomer 'ati'fa+tion *) .'in/
t,e feed*a+3 for im(ro-ement.
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
C.2.2 INTERNAL AU+IT
8.2.2.1 A (ro+ed.re for internal a.dit ,a' *een e'ta*li',ed and
im(lemented in t,e or/ani1ation.
8.2.2.2 ,e a.dit' ,a-e *een (lanned and a.dit fre0.en+) in -ario.'
f.n+tion' ,a' *een de+ided 6A# N SGS >037.
8.2.2.3 ,e a.dit fre0.en+) ,a' *een de+ided 3ee(in/ in -ie2 t,e +riti+alit)
of t,e a+ti-it).
8.2.2.4 rained a.ditor' 6A# N SGS >0474 inde(endent of t,e a+ti-it) *ein/
a.dited4 +arr) o.t t,e a.dit'.
8.2.2.5 ,e a.dit '+,ed.le i' (re(ared and mana/ed *) t,e mana/ement
re(re'entati-e.
8.2.2.6 ,e a.dited de+ide' t,e a+tion' on t,e identified non>+onformitie'.
8.2.2.8 ,e re+ord' of t,e a.dit re'.lt' are maintained on t,e a.dit
o*'er-ation re(ort and non>+onforman+e re(ort'.
8.2.2.8 ,e a+tion' ta3en to eliminate t,e non>+onformit) are al'o re+orded
on t,e non>+onforman+e re(ort'.
8.2.2.< 9ollo2' .( a.dit'4 a' ne+e''ar)4 are +arried o.t to -erif) t,e
im(lementation and effe+ti-ene'' of t,e +orre+ti-e a+tion'.
8.2.2.10 ,e re-ie2 of internal a.dit re(ort' i' an inte/ral (art of
mana/ement re-ie2.
Referen+eK SOH>8.2.2
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
C.3 CONTROL OF NON CONFORMIN6 PRO+UCT
8.3.1 A (ro+ed.re ,a' *een e'ta*li',ed and im(lemented for +ontrol of
non>+onformin/ (rod.+t.
8.3.2 ,e (ro+ed.re define' t,e re'(on'i*ilit) for re-ie2 and di'(o'ition
of non>+onformin/ (rod.+t at different 'ta/e' of (rod.+t reali1ation.
8.3.3 ,e met,od' of identifi+ation of non>+onformin/ (rod.+t to a-oid it'
inad-ertent .'e are al'o defined in t,e (ro+ed.re.
8.3.4 ,e non>+onformin/ (rod.+t i' dete+ted *) mean' of in'(e+tion E
te'tin/ at -ario.' (rod.+t reali1ation 'ta/e'.
8.3.5 S.+, material i' 'e/re/ated and '.ita*l) identified.
8.3.6 ,e met,od' of identifi+ation and di'(o'ition 66A# N NCH >017 of
non>+onformin/ (rod.+t in+l.de
U'e t,e material 2it, E 2it,o.t +on+e''ion
Ret.rn
Alteration E Re2or3
Re:e+t t,e material
8.3.8 ,e re+ord of t,e nat.re of non>+onformit) and it' di'(o'ition i'
maintained in t,e rele-ant $n'(e+tion E A.dit re(ort'.
8.3.8 $n +a'e of re2or3 E alteration of non>+onformin/ (rod.+t'4 t,e 'ame
i' '.*:e+ted to re in'(e+tion E te't to en'.re it' +onformit) to t,e
re0.irement'.
8.3.< $n +a'e t,e non>+onformit) i' dete+ted after deli-er) t,e +om(an)
ta3e' a+tion a((ro(riate to t,e effe+t' or (otential effe+t' of t,e
non>+onformit).
Referen+eK SOH>8.3
C.5 ANALYSIS OF +ATA
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
8.4.1 ,e data re0.ired for demon'tration of effe+ti-ene'' of t,e
(ro+e''e' of 5.alit) !ana/ement S)'tem and t,e met,od' of
it' +olle+tion ,a-e *een determined.
8.4.2 Re'(e+ti-e &O#' en'.re a((ro(riate 'tati'ti+al te+,ni0.e' are
.'ed for t,e anal)'i' of data.
8.4.3 ,e data (ertainin/ to +.'tomer 'ati'fa+tion i' /at,ered *)
mean' of +.'tomer feed*a+3 and +.'tomer +om(laint'.
8.4.4 ,e data (ertainin/ to +.'tomer feed*a+3 and +om(laint' i'
'.*:e+ted to re-ie2 and anal)'i' at t,e time of mana/ement
re-ie2.
8.4.5 ,e data (ertainin/ to (rod.+t i' /at,ered *) mean' of
(rod.+tion re(ort'4 in'(e+tion E te't re(ort'.
8.4.6 ,e data (ertainin/ to /arment defe+t' i' '.mmari1ed mont,l)
and t,e '.mmar) i' .'ed to anal)1e t,e trend.
8.4.8 ,e data related to t,e (erforman+e +riteria of -ario.'
(ro+e''e' i' /at,ered re/.larl) at defined fre0.en+).
8.4.8 ,e /at,ered data i' .'ed for anal)1in/ t,e trend of t,e
(ro+e''e'.
8.4.< ,e data related to 0.antit)4 0.alit) and deli-er) i' /at,ered for
all '.((lier'.
8.4.10 ,e /at,ered data i' .'ed for t,e '.((lier ree-al.ation and
.'ed for feed*a+3 to t,e '.((lier'
C.0.1 CONTINUAL IMPROVEMENT
8.5.1.1 ,e or/ani1ation +ontin.all) 'tri-e' for im(ro-ement of t,e
effe+ti-ene'' of 0.alit) mana/ement ')'tem *) follo2in/ mean'
5.alit) Holi+)
5.alit) o*:e+ti-e'
A.dit re'.lt'
Non +onformin/ (ro+e''e' E (rod.+t'
C.'tomer +om(laint' E C.'tomer 'ati'fa+tion
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
Corre+ti-e a+tion'
Hre-enti-e a+tion'
8.5.1.2 Contin.al im(ro-ement of t,e effe+ti-ene'' of t,e 5!S i' en'.red
t,ro./, Anal)'i' of data and !ana/ement re-ie2'
C.0.2 CORRECTIVE ACTION
8.5.2.1 A ')'tem ,a' *een e'ta*li',ed for ta3in/ a+tion' to eliminate t,e
+a.'e' of non>+onformitie' and to (re-ent t,eir re+.rren+e.
8.5.2.2 ,e non>+onformitie' relatin/ to internal a.dit are re-ie2ed and
a+tion' are ta3en in a++ordan+e 2it, SOH>8.2.2 internal a.dit.
8.5.2.3 ,e /arment defe+t' and t,eir fre0.en+) of o++.rren+e are
'.mmari1ed mont,l).
8.5.2.4 ,e 'i/nifi+ant non+onforman+eA' are identified and root +a.'e
anal)'i' i' +arried o.t t,ro./, *rain'tormin/ 2,ere-er ne+e''ar).
8.5.2.5 ,e need for +orre+ti-e a+tion i' identified on t,e *a'i' of anal)'i'
and +orre+ti-e a+tion' are initiated.
8.5.2.6 ,e re+ord of +orre+ti-e a+tion' ta3en i' maintained on t,e
+orre+ti-e a+tion re(ort
8.5.2.8 ,e +om(laint' from t,e +.'tomer are anal)1ed.
8.5.2.8 ,e +orre+ti-e a+tion' are de+ided and initiated on t,e *a'i' of
anal)'i'.
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
8.5.2.< ,e re+ord of anal)'i' and +orre+ti-e a+tion' ta3en on +.'tomer
+om(laint i' maintained in t,e form of +.'tomer +om(laint (ro+e''
',eet.
8.5.2.10 ,e effe+ti-ene'' of t,e a+tion' ta3en i' re-ie2ed at t,e time of
internal a.dit and mana/ement re-ie2.
Referen+eK SOH>8.5.2
C.0.3 PREVENTIVE ACTION
8.5.3.1 A ')'tem for initiatin/ (re-enti-e a+tion' to eliminate t,e +a.'e' of
(otential non+onformitie' ,a' *een e'ta*li',ed.
8.5.3.2 Hro*a*le +a.'e' of (otential non+onformitie' are identified d.rin/
re/.lar meetin/ of t,e em(lo)ee' E 'taff mem*er'.
8.5.3.3 ,e information re/ardin/ (otential non+onformitie' i' al'o
/at,ered from feed*a+3 ',eet'4 em(lo)ee './/e'tion'4
te+,nolo/i+al de-elo(ment et+.
8.5.3.4 ,e a+tion' to *e ta3en to (re-ent o++.rren+e of t,e'e (otential
non+onformit) are di'+.''ed d.rin/ mana/ement re-ie2.
8.5.3.5 ,e effe+ti-ene'' of t,e a+tion' ta3en i' re-ie2ed *) internal
a.dit'.
Referen+eK SOH>8.5.3
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
S M!)#+ ,INDIN2S
Orient +raft limited .'e different tool' for 0.alit) mana/ement *.t not
in or/ani1ed 2a). D,en need'4 t,e) .'e t,e'e tool' ,a(,a1ardl).
.'e 4>(oint ')'tem for in'(e+tin/ fa*ri+' of /arment'.
!o't of t,e *.)er' are im(ortin/ /arment' 2it, A5L 6a++e(ta*le
le-el7 2.5.
!o't of t,e /arment' man.fa+t.rer' are doin/ in'(e+tion d.rin/ t,e
man.fa+t.rin/ (ro+e'' of /arment'.
Ot,er te't' '.+, a' ',rin3a/e te't'4 +olo.r fa'tne'' te't'4 a1o free
te't' are done a++ordin/ to t,e *.)er'A re0.irement.

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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
+EC#MMEND!&I#NS
IM$EMEN&!&I#N #, #C$
Orient craft limited 3OC74 o+ers a comprehensive, Internet-
ena$led *BD solution for the apparel, footwear and sewn
products industries Fully integrated, OC7 includes modules
to address every facet of the $usiness and production
management cycle
OC7 provides a EtotalE computing solution for Aanufacturers,
Importers, Contractors and %istri$utors ,ith more than 2;
modules to choose from, the OC7 application suite is
designed to $ene't small, medium and large-si#ed
companies
F Aanage the .upply Chain
F Colla$orate with contractors and customers
F Drovide real-time access anytime, anywhere
F Improve response time & inventory turn-around
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
F *mpower your sales force & customers with self-service
access
F Give products a physical ,e$-presence
F Aeet tomorrowHs $usiness needs !O%0&
F Outdistance the competition in sales and growth
CONCLUSION
In Garment manufacturer should give 'rst preference to its
valued customers 5ow-adays $uyers are very much )uality
conscious If it $ecomes possi$le to maintain a high @uality
system of inspection policy, the $uyers shall $e motivated to
place more orders in company .o, it is possi$le to set
di+erent modern )uality procedures and )uality
management techni)ues
!he )uality movement has gone through several
transformations to reach the present stage In the past,
controlling )uality meant that the product had to $e
inspected after it was produced to check whether it met all
the speci'cations or not !hen, it was estimated that the
cost of poor )uality was as high as 8; to 2? per cent of
sales !his concern led to the thinking that preventive
measures have to $e undertaken to ensure the 'nal )uality
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
of the product or service !he transformation from inspection
mode to prevention mode is considered to $e a very
important step in $uilding )uality from the very $eginning or
start of the manufacturing process
!he @A. concept or philosophy focuses on $uilding )uality
in every task that is performed in an organi#ation !he
message of @A.6 do everything right the 'rst timeI
encourage continuous improvement throughout all the
processes and tasks !hrough @A. one should $uild )uality
into everything that the organi#ation If one has to $uild
)uality in any product or process, the a$ove framework is
)uite critical to identify )uality parameters for the input,
process, control and output
If the @A. movement has to succeed, it has to $e a
company-wide )uality movement and not just focusing on
manufacturing alone !herefore, we see a dramatic shift in
the )uality management focus from manufacturing to
companywide activities and, more speci'cally, to the needs
of the internal and external customers
.iddi)sons is a well-esta$lished companyI it has won
numerous awards for $est export )uality awards It follows
all I.O standards therefore the company goes through all
total )uality management and produces the most e(ciently
and the $est )uality among its competitors
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
@uality management has assumed that $uilding )uality into
everything that you do is very fundamental and those
companies who $elieved in that have em$raced new
philosophies in managing )uality on an ongoing $asis
2nfortunately, for many, @A. had $een a fad and it is no
more relevant for them to achieve competitiveness
!herefore, they started chasing new concepts and trends
such as re-engineering, $enchmarking, *BD, e-$usiness, e-
commerce, etc If you are not there, it seems you cannot $e
competitive 5o$ody denies the fact that one could make a
company competitive provided that the $asics and several
other things re)uired to run a $usiness are in place Jut
organi#ations want )uick results through shortcut methods
Going through a @A. route may take longer $ut it could
ensure that a strong culture for )uality is $uilt
,hat we will see in future, in terms of managing a supply
chain, is going to $e very di+erent from what we are
accustomed to .ome entities will disappear from the
customerHs sight $ut eventually $e managed $ehind the
screen Aanaging )uality in such systems and such an
environment is likely to $e )uite challenging and the @A.
approach has to $e applied keeping in mind the new way of
doing $usiness
!he manufacturing sector is already undergoing changes
with respect to the way operations are $eing carried out due
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
to the impact of the electronic and software revolution !his
will mean more on-line transactions and, hence, increase the
interaction $etween man and machine Greater integration
with regard to all the functions is likely to take place and,
hence, functions operating independently could $ecome
o$solete In such a scenario, the complexity of the $usiness
operation will increase and demand a very high level of
discipline, commitment and )uality from all sources !he
challenge will $e to make products faster through a relia$le
system !he )uality of the system will have to $e high
$ecause a failure at any stage of the operation is likely to
cripple the whole system
To conclude, here's a warning: although QMS may
hae ceased to !e a !u""word #or many com$anies,
they are li%ely to miss the !us in the &ew Millennium
unless they draw u$ a road ma$ to use QMS more
innoatiely'
IM+#*IN2 +#D%C&I*I&'
1igh rodu/tivity 3 E4/ient ro/ess 5 Defe/t Cause analyse
and steps to /ure for further generation 5 Ma0ing 6ero
Defe/ts "y re-or0 then send to ne7t pro/ess
8hen supervisors and other managers loo0 for -ays to "oost
produ/tivity9 they often start "y loo0ing at their /osts per unit
of output.
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
:; rodu/tivity improves -hen the department or organi<ation
/an do as mu/h -or0 at a lo-er /ost and -hen output rises
-ithout a /ost in/rease.
=; 8ay to improve produ/tivity is to improve pro/ess >uality so
that employees -or0 more e4/iently and do not have to spend
time /orre/ting mista0es or defe/ts. Mista0es9 errors9 and
re-or0 are a drag on produ/tivity. oor >uality /an slo- the
output of "oth individuals and the fa/tory as a -hole. ,or that
reason9 one of the supervisor?s most important tas0s is to
thin0 of and implement -ays to get the @o" done right the Arst
time.
Many of the >uality;/ontrol strategies introdu/ed 9 su/h as Si7
Sigma9 <ero defe/ts9 and employee involvement9 apply to
produ/tivity improvement.
B; 8e are emphasising our e.orts to ma0e defe/t 6ero at the
sour/e . It means after the pro/ess 9 thoroughly /he/0 the
out/ome or item 9 ma0e it <ero defe/tive and then send to ne7t
pro/ess .
Statement of *i@ay Master )i ; (y Quality and System 9
shipment -ill not go 9 shipment -ill only go "y the
0nitting produ/tion . If too mu/h >uality /he/0ing -ill "e
done in 0nitting se/tion 9 then produ/tion -ill not do on
high e4/ien/y 9 produ/tivity -ill "e less9 shipment -ill "e
late .
Statement of oo@a )i ; Material is /oming defe/tive from
Cnitting 9 and >uality department is doing though
/he/0ing in CM& and ,inishing9 this is the /ause -hy
shipments are reopen and late . System department is
/ause of shipment late and reopen . #ther-ise -hatever
-e good 9 that must "e a//ept "y (uying 1ouse Q! and
(uyer .
Statement of Carmveer ; Quality Che/0ers should not
sho- e7a/t defe/t D in their reports 9 other-ise shipment
-ill reopen and late .
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
It is ne/essary to understand follo-ing 9
:; During the produ/tion 9 defe/ts may /ome in produ/t . Some
defe/ts may "e due to produ/t /hara/teristi/s 9 some are due to
ma/hine limitations 9 some are due to uns0illed -or0er and
some are due to negligen/e.
!ll these defe/ts are /ura"le and should ma0e <ero "y
re-or0 ( espe/ially mending 9 -hi/h is -or0a"le and
/ontrolla"le )
=; Every Department ( ro/ess ) should ma0e its defe/ts <ero "y
re-or0 9 -hen the p/s are sending to ne7t step or ne7t pro/ess.
B; If defe/ts are not ma0ing <ero "y re-or0 9 then please do not
send p/s to ne7t step 9 only for hiding your department
negligen/e or in/ompeten/y.
E; ,or negligen/e please sear/h the /ause and a/t immediately .
F; ,or in/ompeten/y please immediately /onta/t to System
Department ( Mr Sunil Chauhan ) or Mer/hant ( Ms !mita ) 9
they -ill provide you real guidan/e .
G; In #CS$ 9 great advantage is 9 mer/hants are sitting in same
"uilding 9 so it is easy for rodu/tion Manager and Quality 1#D
to /onta/t mer/hant immediately and remove any /onfusion .
H; Mer/handising se/tion should send their mer/hant on
produ/tion Ioor to verify their produ/t /onformity as re>uired
"y "uyer .
J; Control of ro/ess should /he/0 "y system department and
produ/t /onformity at /onse/utive steps should /he/0 and
verify "y the /on/ern mer/hant .
K; Quality Che/0ing of outsour/e pro/ess and produ/t should
/he/0 thoroughly .
:L; Do not shame "y defe/t D evaluating "y >uality sta. in your
department M only shame if your are not ta0ing steps to /ure of
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
the defe/ts generation and ma0ing defe/ts <ero "y re-or0 in
your department "efore sending to ne7t pro/ess or department
.
::; Quality Department should -or0 honestly and mention e7a/t
defe/t D in their inspe/tion reports 9 this -ill ma0e a"le to
0nitting 9 CM& and ,inishing departments help to /apture
pro"lems and issues immediately and /ure them immediately .
:=;Many of the /osts of >uality are hidden and di4/ult to
identify "y formal measurement systems. &he i/e"erg
model is very often used to illustrate this matterN #nly a
minority of the /osts of poor and good >uality are o"vious
O appear a"ove the surfa/e of the -ater. (ut there is a
huge potential for redu/ing /osts under the -ater.
Identifying and improving these /osts -ill signiA/antly
redu/e the /osts of doing "usiness.
,or in/rease e4/ien/y ( produ/tivity ) 9 do not hide defe/ts
and ma0ing defe/ts <ero "y re-or0 at the point of defe/t
originating sour/e .
In/rease rodu/tivity ( E4/ien/y D ) /an only "e done "y
Improving ro/ess and rodu/t Quality .
1igh rodu/tivity 3 E4/ient ro/ess 5 Defe/t Cause analyse
and steps to /ure for further generation 5 Ma0ing 6ero
Defe/ts "y re-or0 then send to ne7t pro/ess
If -e -ant to ma0e 1igh rodu/tivity "y eliminating Quality
Che/0ing ro/ess 9 then +eopen the shipment and Claim from
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
(uyer -ill ma0e us <ero . So either ma0e produ/t <ero defe/t
or ma0e our self <ero .
&he "est proven re/ommended -ay 9 that adopt 6E+# DE,EC&
-or0ing pro/ess as follo-ing M
,irst Step ; it is ne/essary to evaluate and mention in reports P
+E!$ DE,EC& D P
Se/ond step ; to ma0e defe/t D <ero 9 "y alteration or re-or0 9
"efore sending the material to ne7t pro/ess 9 through Q! !udit
&hird Step O to ma0e e.e/tive Q e4/ient e.orts to identifying9
target Q /ontrol the defe/t generation point sour/es ( man 9
ma/hine 9 material 9 maintenan/e Q method ) 9 this /an only "e
done "y /ontinuous follo- ups 9 guidan/e and mi/ro level
-at/hing 9 monitoring and analysis -ith /orre/tive a/tions 9 "y
Senior Q! 9 !ssistant Manager ( !ll Departments ) and
Managers ( !ll Departments ) on ,loor9 -al0 through Cnitting 9
anel 9CM& $ines and 8ashing R ressing R ,inishingR a/0ing
&a"les .
lease And atta/hment for providing understanding the
+E8#+C C#N&+#$ pro/ess. Every 1our rodu/tion Manager 9
Q! 9 IE 9 8ashing In Charge should visit Anishing department
to 0no- the defe/ts and for ne- style FL p/s detailed >uality
inspe/tion report should analy<e together "y rodu/tion
Manager 9 Q! 9 8ashing In Charge 9 Ca< (utton In /harge 9
,inishing Manager 9 ,inishing Q! 9 a/0ing In /harge9 a/0ing
Q! 9 rodu/t safety #4/er 9 C#++EC&I*E !C&I#N report should
ma0e and revie- "y rodu/tion Manager -ith Quality In
/harge .
S&+#N2 EM1!SIS #N P #N )#( &+!ININ2 P #, Q%!$I&'
C1ECCE+S Q C1ECCE+S #N &1EI+ D!I$' +#%&INE 8#+CIN2
!ND N#& &# C1!N2E C1ECCE+S 8#+CIN2 S&!&I#NS
,+EQ%NE&$' .
revention Costs FD
!ppraisal Costs BLD
,ailure Costs ; GFD
E4/ien/y and >uality /an sometimes "e mutually e7/lusive
out/omes. &e/hni/ians9 in su/h /ases9 tend to over;emphasi<e
e4/ien/y and underplay >uality. It is ne/essary to ma0e the
te/hni/ians9 supervisors and #perators "elieve that >uality is
an important and /riti/al perspe/tive.
I# the intermediate $roducts are chec%ed9 any >uality defe/t
/an "e /aptured and fed "a/0 to the start of the manufa/turing
pro/ess so that defe/ts /an "e avoided in ne- "at/hes.
Defe/ts are generally due to une7pe/ted -or0ing of ma/hines9
errors "y human operators or pro"lems in +M. If /aptured
early on in the pro/ess9 one /an modify the -or0ing to
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
minimi<e further loss. !lso9 the manufa/turing pro/ess for
intermediates -hi/h have "een damaged /an either "e avoided
or modiAed .
Cost of Poor Qualit! I"t#r"al Failur# Costs
Internal failure costs are costs that are caused b !roducts or ser"ices not confor#in$ to
re%uire#ents or custo#er&user needs and are found before deli"er of !roducts and
ser"ices to e'ternal custo#ers. The (ould ha"e other(ise led to the custo#er not bein$
satisfied. )eficiencies are caused both b errors in !roducts and inefficiencies in
!rocesses. E'a#!les include the costs for*
Re(or+
)elas
Re,desi$nin$
Shorta$es
-ailure analsis
Re,testin$
)o(n$radin$
)o(nti#e
Lac+ of fle'ibilit and ada!tabilit
Cost of Poor Qualit! E$t#r"al Failur# Costs
E'ternal failure costs are costs that are caused b deficiencies found after deli"er of
!roducts and ser"ices to e'ternal custo#ers. (hich lead to custo#er dissatisfaction.
E'a#!les include the costs for*
/o#!laints
Re!airin$ $oods and redoin$ ser"ices
0arranties
/usto#ers1 bad (ill
Losses due to sales reductions
En"iron#ental costs
Cost of Goo% Qualit! Pr#&#"tio" Costs
Pre"ention costs are costs of all acti"ities that are desi$ned to !re"ent !oor %ualit fro#
arisin$ in !roducts or ser"ices. E'a#!les include the costs for*
2ualit !lannin$
Su!!lier e"aluation
Ne( !roduct re"ie(
Error !roofin$
/a!abilit e"aluations
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
2ualit i#!ro"e#ent tea# #eetin$s
2ualit i#!ro"e#ent !ro3ects
2ualit education and trainin$
Cost of Goo% Qualit! A''raisal Costs
A!!raisal costs are costs that occur because of the need to control !roducts and ser"ices
to ensure a hi$h %ualit le"el in all sta$es. confor#ance to %ualit standards and
!erfor#ance re%uire#ents. E'a#!les include the costs for*
/hec+in$ and testin$ !urchased $oods and ser"ices
In,!rocess and final ins!ection&test
-ield testin$
Product. !rocess or ser"ice audits
/alibration of #easurin$ and test e%ui!#ent
The total %ualit costs are then the su# of these costs. The re!resent the difference
bet(een the actual cost of a !roduct or ser"ice and the !otential 4reduced5 cost $i"en no
substandard ser"ice or no defecti"e !roducts.
Man of the costs of %ualit are hidden and difficult to identif b for#al #easure#ent
sste#s. The iceber$ #odel is "er often used to illustrate this #atter* Onl a #inorit of
the costs of !oor and $ood %ualit are ob"ious 6 a!!ear abo"e the surface of the (ater.
But there is a hu$e !otential for reducin$ costs under the (ater. Identifin$ and
i#!ro"in$ these costs (ill si$nificantl reduce the costs of doin$ business.
#E+!&IN!$ EXCE$$ENCE M!N!2EMEN&
S'S&EM
! /ondu/ive -or0 environment ena"les the su//essful
implementation of #EMS and ensures that it "e/omes a -ay of
life for the organi<ation.
SIdentify9 redu/e and eliminate -aste
K Enhan/e team-or0
KEnhan/e operation e.e/tiveness in a "etter -or0ing
Environment
K ,orm the "asi/ advan/ed model for rodu/tivity and Quality
Improvement
&he "eneAts are N
T 8or0pla/e "e/omes /leaner and "etter organised.
T Shop Ioor and o4/e operation "e/omes safer.
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
T *isi"le results enhan/e the generation of more and "etter
ideas.
T $ead;time redu/ed.
T Changeover time redu/ed "y streamlining operations.
T (rea0do-ns and minor stops eliminated on produ/tion lines.
T Defe/ts redu/ed "y mista0e prooAng.
T Clear methods and standards are esta"lished.
T In;pro/ess inventory is redu/ed.
T Spa/e usage is improved.
T Internal Q E7ternal Customer /omplaints are redu/ed.
Ta(# a )oo% loo( arou"%***I+a)i"# ,#ro -ast#.,#ro /o"fusio"
It is important to understand that if something is not as
spe/iAed9 it is defe/tive and if it is indeed defe/tive9 then it
/an either "e repaired or it /an?t "e repaired. Se/onds are sold
"y the fa/tory at a loss. %nits to "e repaired are also an e7tra
/ost "e/ause e7tra /osts are in/urred inN
:. 1andling the unit "efore repair.
=. E7tra la"our and materials in repairing.
B. E7tra handling to get it "a/0 -ith the Arst goods.
&he time /onsumed on repairing defe/tive goods /an al-ays "e
used to produ/e more Arst /lass goods. In all /ases defe/tive
units are e7tra /osts for the fa/tory. Doing it right the Arst
time is the 0ey to minimi<e /osts arising from defe/tive
produ/ts.
:) &he +e/ording of data ( ,ormats )9 =) the Quality System
itself9 and B) &he Quality !ssuran/e !ids9 have played their
respe/tive part in "ringing a"out the /orre/t >uality. It is also
important to note that the formats "eing Alled up -ould "e of
little use if the information gathered -ere not e.e/tively made
use of. &his information /an "e very e.e/tively used for
analysis and to ta0e de/isions regarding /orre/tive a/tions to
"e ta0en. It needs a pro;a/tive approa/h from "oth9 the Q!
team as -ell as the rodu/tion team.
(ased on the a"ove9 the guideline already des/ri"ed the
,ormats9 Systems9 and the Quality !ssuran/e aids to "e used
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
in the various departments. lease also revie- the
atta/hments 9 "y -hi/h system department /an provide
a-areness to Quality and rodu/tion Departments 9 to /ontrol
the re-or0 and defe/ts 9 during the Io- of 8I from one
pro/ess stage to ne7t pro/ess.
#"viously9 the most signiA/ant improvements -ill usually "e
a/hieved "y /on/entrating e.ort on the areas of high /ost. ,or
this purpose an analysis of the prin/ipal /osts is re>uired.
Studies have sho-n that a fairly typi/al ratio "et-een the
three main groups of /osts in a manufa/turing /ompany isN ;
revention Costs FD
!ppraisal Costs BLD
,ailure Costs ; GFD
,ailure Costs9 "e/ause they are typi/ally the largest9 -ill
usually give the largest return for the e.ort involved in
redu/ing them. !n e.e/tive -ay of atta/0ing ,ailure Costs is
through a temporary in/rease in prevention and appraisal
/osts.
In vie- of a"ove 9 if -e analy<e unit?s /urrent situation 9
follo-ing are the reasons 9 -hy e.e/tive #perations E7/ellen/e
Management System is re>uired 9
1< (uyer and (uying 1ouses started surveillan/e &e/hni/al and
S# !udits .
2< ,a/tory /annot ma0e separate te/hni/al systems for Di.erent
(uyers and (uying 1ouses.
3< +e>uirement of all (uying 1ouses must "e fulAlled.
5< &otal /he/0 and /ontrols are re>uired on any type of ra-
materials pur/hased .
0< &otal /he/0 and /ontrol are re>uired on Em"roidery9 rinting
et/.
7< E.e/tive Quality System is re>uired in ( Store ,a"ri/ or 'arn 9
Store &rims 9 Cutting 9 #ut sour/ing 9 8ashing 9 Se-ing 9
,inishing 9 a/0ing 9 Shipment -are house ) for Internal
pro/esses and to fulAl (uyer?s re>uirements .
-< Ma0e pro/esses /ost and >uality e.e/tive 9 shipment time
delivery and >uality produ/t M !lterations at various points
should re/orded 9 analyse "y the produ/tion and >uality
sta.s 9 timely re>uired /orre/tive and preventive a/tions .
C< 8e all System &eam should realise previous e7perien/es and
failures for ma0ing /ontinuous produ/tion Ioor running -ith
/ost e.e/tiveness Q /ustomer satisfa/tion .
In vie- of a"ove points 9 &e/hni/al S# System is applied
-hi/h is Simple 9 Cost E.e/tive 9 Quality E.e/tive 9 Quality
!ssuran/e !id to departments 9 ,ulAlling +e>uirements of all
present #C$ (uyers 9 Driven &o-ards &ime Delivery9
Sustaina"ility .
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
Internal auditing is a me/hanism "y -hi/h unit e7amines the
produ/tion pro/ess to evaluate its a"ility to /omply -ith
internal and e7ternal re>uirements. It is also a very e.e/tive
tool to implement a dis/ipline of /ontinuous improvement.
Internal audits ena"le Management toN
Dis/over -hatUs really going on -ithin the unit 9 -hi/h
ena"les o"@e/tive de/ision ma0ing and ena"les managers
to dire/t the resour/es to-ards the right issues
$earn a"out potential pro"lems "efore they "e/ome
"urning issues
Identify failure points -ithin a pro/ess9 so relevant
sta0eholders /an implement /orre/tive a/tions in a timely
manner
Determine the e.e/tiveness of /ontrols -ithin a pro/ess
Control of +e-or0 and Defe/ts 9 in order to prevent
e7/essive #ver &ime and all type of 8astages of the
resour/es and infrastru/ture ( &ime 9 Man o-er 9
,inan/ial 9 Material 9 Energy ( Steam Q Ele/tri/ity ) 9
8ater and others )
&esting the operation of /ontrols in pra/ti/e
2iving an opinion "ased on audit o"@e/tives as to -hether
the system provides an ade>uate "asis for e.e/tive
/ontrol and -hether it is properly operated in pra/ti/e.
to prompt management to implement re/ommendations
for /hange leading to improvement in performan/e and
/ontrol
to provide a formal re/ord of points arising from the
internal audit assignment and9 -here appropriate9 of
agreements rea/hed -ith management
&he primary purposes of internal audit reports are to provide
management -ith an opinion on the ade>ua/y of the internal /ontrol
system ( +is0 Management ) 9 and to inform management of
signiA/ant audit Andings9 /on/lusions and re/ommendations.
!ttri"utes of a su//essful internal audit program
&o "e e.e/tive9 the internal audit and the /orre/tive and preventive
a/tion (C!!) pro/esses must "e fully integrated in a /losed;loop
manner. Internal audit of a pro/essRorgani<ation ta0es a snapshot of
the /urrent environment9 maps it to deAned re>uirements or
spe/iA/ations and then identiAes non/onformities or opportunities
for improvement. &hese non/onformities are then fed into a
/orre/tive a/tion pro/ess9 -hi/h re/ommends spe/iA/ a/tions and
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
solutions. &he system auditor should then verify that the /orre/tive
a/tion has "een implemented and the root /ause of the original
non/onformity has "een eliminated.
!n internal;audit program -ithin an organi<ation is less li0ely
to "e su//essful -hen it does not have the right management
support and /ommitment. In organi<ations -here the audit
program /onsistently delivers good results9 the /losed loop
auditR/orre/tive a/tion pro/ess is li0ely to "e institutionali<ed
as a result of the management support.
! 0ey attri"ute of su/h an organi<ation is any pro/ess;o-nerUs
a"ility to ans-er the follo-ing >uestions very /learlyN
!re the pro/esses and metri/s /learly deAned9 so internal
audit pro/ess /an dis/over unam"iguous non;
/onforman/eV
1o- does the audit pro/ess in/orporate the results of
previous audits to tra/0 progress against previously
dis/overed non/onformitiesV
8hat is the pro/ess to identify potential root /auses in a
timely manner for the non;/onformities that are
dis/overed "y the audit pro/essV !re /orre/tive a/tions
al-ays ta0en to eliminate su/h root /auses or potential
root /ausesV
1o- is the data on /orre/tive and preventive a/tions
reported and analy<edV
1o- do employees re/eive feed"a/0 on their respe/tive
non;/onformitiesV
Clearly understand "y the Departmental 1#Ds that KFD
of the pro"lems only due to la/0 of system follo- ups in
their departments and only FD are due to the other
/auses .
It is management -ho need to help identify appropriate
/orre/tive and preventative a/tions and ensure that they are
/arried out.
+is0 management
favourites
Internal /ontrol
favourites
Non;routine
Management
&hin0ing
,lip/harts
+outine
Cleri/al
ro/edures
Do/uments
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Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
Change
ro@e/ts
#"@e/tives
!/hievement
8hat /ould happen
+unning the "usiness
(usiness as usual
ro/esses (a//ounting
/y/les)
Constraints
Complian/e
8hat /ould go -rong
Maintaining the /ontrol
system
&he main fun/tion of internal auditing is to assure the head of
the relevant unit that the pro/ess /ontrol system applied is
e4/ient enough to ensure that the auditeeUs goals and
o"@e/tives -ill "e a/hieved e.e/tively and e/onomi/ally.
!n internal auditor provides the head of the relevant unit and
the management of the audited unit -ith analyses9
re/ommendations9 and information in respe/t of the a/tivities
/overed "y audit. (y e7amining and @udging the running of an
unit and the e4/ien/y of its operational e7/ellen/e
management9 the internal auditor a/ts as an evaluator -ithin
the department of the unit in >uestion. ,or this purpose9
internal auditors verify the a/tivities of the department 9
evaluate the ris0s and instruments applied for ris0
management9 /he/0 the e.e/tiveness of /ontrol and
governan/e pro/esses9 and re/ommend measures to improve
the unit?s proAt 9 safety and e4/ien/y.
&he purpose of internal auditing is to help the sta. of the
audited department in unit in performing their tas0s
e4/iently. &o a/hieve this goal9 internal auditors shall provide
the follo-ing servi/es during an auditN
W analysisM
W evaluationM
W re/ommendationsM
W proposalsM
W information.
&he internal /ontrol system ( No- it is +is0 Management
Stretigies ) ensures that the prin/iples of /ontrol me/hanisms
are o"served in full detail -ithin the individual areas of
a/tivities /overed "y audit. +esponsi"ility for /ontrol is /arried
"y senior e7e/utives on all levels of management. Internal
/ontrol should fo/us on the provision of reasona"le assuran/e
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Roll No. 1208005223
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Quality Management System (QMS)
that the organisationUs goals and o"@e/tives -ill "e a/hieved in
the follo-ing /ategoriesN
W e.e/tiveness9 e4/ien/y and su//ess of pro/ess operations
and other a/tivitiesM
W relia"ility of plan statementsM
W /omplian/e -ith the /ustomer and Internal re>uirements
It is proven history to "elieve that in an environment -here
management does not appre/iate the role of internal audit or
is not /ommitted to ma0ing it -or09 internal audit /annot
a/hieve the level of e7/ellen/e ne/essary to help senior
managers improve their e.orts . Management also must /reate
a /ulture that en/ourages suggestions for improving the
organi<ation. Internal audit /ould /ontri"ute a large proportion
of these suggestions.
Senior departmental management must understand the
potential "eneAts of e.e/tive internal auditing. If they do not9
they -ill not "e a"le to either hold internal audit to a//ount or
provide the re>uired support for the fun/tion. !//ording to
study Andings and the results of audit9 and 0no-ledge of the
departments9 until managers understand and support internal
audit there is little prospe/t that many of the senior managers
-ill "e a"le to reali<e the "eneAts of internal audit that unit
/an get the potential improvements to full All /ustomer
re>uirements and internal e7/ellen/e of management .
! high;>uality @o" 9 at all levels of the unit 9 greatly in/reases
the pro"a"ility that audit results -ill "e relied on and
re/ommended improvements -ill "e seriously /onsidered and
implemented. &he organi<ation?s reputation for /onsistent
high;>uality -or0 helps ensure that managers -ill more
readily and more assuredly a//ept Andings and implement
re/ommendations.
I+'orta"t Poi"ts to )i&# a-ar#"#ss to D#'art+#"t Staff ,
:; +e>uest from Departmental 1#Ds to provide time to
understand #C$ systems 9 -hen ,a/tory System person is
giving training .
=; During system training 9 please advise your department
persons to avoid feelings that P /an not "e done or /an not
possi"le P . (e/ause in present S# !udits are started "y
Customers and no /han/e to avoid /ustomer audits 9 so it is
advisa"le please do not loose time 9 follo- systems 9 other
-ise ultimately it have to follo- in any /ondition .
84
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
B; It is /ertain 9 -hen department persons -ill follo- systems in
their -or0 9 they -ill do not have spare time 9 "ut this -ill
lead their -or0ing e.e/tive 9 se/ure and su//essful.
E; Su4/ient sta.s should availa"le at all /he/0ing and -or0ing
points .
F; Standards in terms of samples and guidelines should display
or availa"le to every /he/0er for /lear understanding and
removal of /onfusions .
G; ,ormats should All /orre/tly 9 /ompletely and -ith sign of all
designated persons.
H; ,ollo- S# oints stri/tly .
J; !naly<e data from formats . spe/ially !$E+!&I#N D or
+e@e/tion D of ea/h stages .
K; Corre/tive !nalysis of ea/h failure -hi/h is pro/eeding
!lteration 9 +e-or0 9 +e@e/tion and !ny Cind of 8aste .
+e/ords should analysed and readily availa"le as eviden/e .
:L; !t the time of S# Cross !udit eviden/es should
availa"le other-ise P 6E+# P num"er -ill "e allotted .
::; Essential !udits results should pu"lish timely .
:=; 1#Ds Every Department should /ondu/t P #N )#(
&+!ININ2 P in their Departments every -ee0 9 E*IDENCE
should availa"le "y pi/tures 9 training re/ords . (y this
e4/ien/y and e.e/tiveness in -or0ing of present sta. -ill
in/rease and non availa"ility of desired standard sta.
pro"lem -ill "e solved .
:B; !t the time of (uying 1ouse Inspe/tion only /on/ern
Quality or a/0ing Sta. should availa"le 9 so that time of
other sta.s should utili<e in other produ/tive -or0ing .
:E; rodu/t Safety re>uirement must follo- .
E4/ien/y and >uality /an sometimes "e mutually e7/lusive
out/omes. &e/hni/ians9 in su/h /ases9 tend to over;emphasi<e
e4/ien/y and underplay >uality. It is ne/essary to ma0e the
te/hni/ians9 supervisors and #perators "elieve that >uality is
an important and /riti/al perspe/tive.
I# the intermediate $roducts are chec%ed9 any >uality defe/t
/an "e /aptured and fed "a/0 to the start of the manufa/turing
pro/ess so that defe/ts /an "e avoided in ne- "at/hes.
Defe/ts are generally due to une7pe/ted -or0ing of ma/hines9
errors "y human operators or pro"lems in +M. If /aptured
early on in the pro/ess9 one /an modify the -or0ing to
minimi<e further loss. !lso9 the manufa/turing pro/ess for
intermediates -hi/h have "een damaged /an either "e avoided
or modiAed .
Cost of oor QualityN Internal ,ailure Costs
85
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
Internal failure /osts are /osts that are /aused "y produ/ts or
servi/es not /onforming to re>uirements or /ustomerRuser
needs and are found "efore delivery of produ/ts and servi/es
to e7ternal /ustomers. &hey -ould have other-ise led to the
/ustomer not "eing satisAed. DeA/ien/ies are /aused "oth "y
errors in produ/ts and ine4/ien/ies in pro/esses. E7amples
in/lude the /osts forN
+e-or0
Delays
+e;designing
Shortages
,ailure analysis
+e;testing
Do-ngrading
Do-ntime
$a/0 of Ie7i"ility and adapta"ility
Cost of oor QualityN E7ternal ,ailure Costs
E7ternal failure /osts are /osts that are /aused "y deA/ien/ies
found after delivery of produ/ts and servi/es to e7ternal
/ustomers9 -hi/h lead to /ustomer dissatisfa/tion. E7amples
in/lude the /osts forN
Complaints
+epairing goods and redoing servi/es
8arranties
Customers? "ad -ill
$osses due to sales redu/tions
Environmental /osts
Cost of 2ood QualityN revention Costs
revention /osts are /osts of all a/tivities that are designed to
prevent poor >uality from arising in produ/ts or servi/es.
E7amples in/lude the /osts forN
Quality planning
Supplier evaluation
86
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
Ne- produ/t revie-
Error prooAng
Capa"ility evaluations
Quality improvement team meetings
Quality improvement pro@e/ts
Quality edu/ation and training
Cost of 2ood QualityN !ppraisal Costs
!ppraisal /osts are /osts that o//ur "e/ause of the need to
/ontrol produ/ts and servi/es to ensure a high >uality level in
all stages9 /onforman/e to >uality standards and performan/e
re>uirements. E7amples in/lude the /osts forN
Che/0ing and testing pur/hased goods and servi/es
In;pro/ess and Anal inspe/tionRtest
,ield testing
rodu/t9 pro/ess or servi/e audits
Cali"ration of measuring and test e>uipment
&he total >uality /osts are then the sum of these /osts. &hey
represent the di.eren/e "et-een the a/tual /ost of a produ/t
or servi/e and the potential (redu/ed) /ost given no
su"standard servi/e or no defe/tive produ/ts.
Many of the /osts of >uality are hidden and di4/ult to identify
"y formal measurement systems. &he i/e"erg model is very
often used to illustrate this matterN #nly a minority of the
/osts of poor and good >uality are o"vious O appear a"ove the
surfa/e of the -ater. (ut there is a huge potential for redu/ing
/osts under the -ater. Identifying and improving these /osts
-ill signiA/antly redu/e the /osts of doing "usiness.
revention Costs FD
!ppraisal Costs BLD
,ailure Costs ; GFD
&he general methodology follo-ed to minimi<e re-or0s is
given "elo-.
:. +evie- of the e7isting >uality system in the /ompany
=. IdentiA/ation of defe/ts in the various departments "y
/olle/ting data from old re/ords
B. !nalysis of data /olle/ted in order to identify ma@orly
o//urring defe/ts
E. Categori<ation of defe/ts
F. Development of a model Quality Inspe/tion System
88
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
G. Implementation of /he/0 sheets to /apture defe/ts in
di.erent departments
H. &raining on /on/epts of >uality9 importan/e of maintaining
/orre/t data9 usage of the /olle/ted data to analy<e and solve
>uality issues through the tools of >uality
J. Introdu/tion of Inline Inspe/tion on Se-ing Ioor through a
pilot run in one line
K. &raining on the Se-ing Ioor to QC?s9 supervisors and
/he/0ers on Alling in the format and on ma0ing Cause Q E.e/t
Diagrams
:L. !nalysis of defe/ts o//urring in the /he/0 sheets
implemented in various departments and devising suggestions
to improve upon them
::. Spreading of Inline inspe/tion to other lines
:=. &ra/0ing of improvements and /omparing them -ith
previous situation in di.erent departments
:B. *isual /ommuni/ation of performan/e.
!C&I*I&' %+#SE
DeAne pro/ess9
s/ope and
a//ounta"ility
Clarity regarding fun/tion of the Dept9 /learly
deAned "oundaries9 o"@e/tively deAned
delivera"les
DeAne pro/ess
goals ; managing
points (CI)
Cey performan/e Indi/ators (CI) deAned on the
"asis of internalRe7ternal /ustomers re>uirements
and organi<ational goals
In /onsultation
-ith the
internalRe7ternal
/ustomers state
the /urrent status.
%nderstanding and >uantifying /urrent status9
erforman/e levels ((aseline).
Set targets for all
managing points
!ssigning targets "ased on /ustomer
re>uirements and "usiness goals. It sho-s >uality
of a//ounta"ility.
DeAne means to
a/hieve these
targets
Set up a/tion plan to "ridge the gap "et-een
a/tual against target CI.
Develop
management
systems /hart
Step "y step a/tivity /hart9 for ea/h pro/ess
deAning -or0 instru/tions9 S#9 referen/e
standards Q /he/0 points for ea/h a/tivity.
DeAne @o"
des/riptions
&o deAne responsi"ilities in order to /arry out @o"
operations in a smooth manner.
DeAneRDeploy
/ontrol points
&o minimi<e produ/t and pro/ess variation. It
deAnes the pro/ess monitoring and /ontrol
methods to "e used during regular produ/tion
runs to /ontrol /hara/teristi/.
88
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
DeAne operation
standards
&o ensure the produ/t meets the spe/iA/ations "y
/ontrolling pro/ess parameters against
standards. E7. 1eat setting temperature9 -ashing
/y/les. et/.
+evie- produ/t
standards
&o /ater to /hanging /ustomer re>uirements9
"ring innovation9 te/hnologi/al development and
/ater mar0et /hanges.
+evie- ra-
material standards
Ensure input material Chara/teristi/ meet the
te/hnologi/al9 pro/ess Q >uality re>uirements. &o
revie- ra- material standards for te/hnologi/al
/hanges9 pro/ess /hanges9 mar0et /hanges9
e7pansions et/.
+evie- inspe/tion
standards
&o ensue standards are updated in a//ordan/e to
/ustomer re>uirement and industry re>uirements
DeAne people s0ill
re>uirements
Identify human s0illR0no-ledge re>uired to /arry
out manufa/turing9 produ/tion9 inspe/tion9
a/tivities
!ssess people s0ill
matri7
1uman s0illR0no-ledge availa"le to /arry out
manufa/turing9 inspe/tion9 et/ a/tivities
Develop people
/apa"ility
(ridging the gap "et-een the s0illR0no-ledge
availa"le and re>uired for /arrying out various
a/tivities.
!ssess /omplian/e. Ensure /omplian/e to set pro/edures9 pro/esses
through audits et/.
&a0e /orre/tive
and preventive
measures
Ma0e time "ound a/tion plan for a"normalities
-ith responsi"ility /learly deAned to "ridge the
short /omings
Ma0e
improvements
Deploy the a/tion plan and monitor the pro/ess
Quality Control
ro/ess Chart
(QCC) ; also
/alled Control lan
&o ensure produ/t >uality at ea/h pro/ess stage9
(,o/us is on /he/0 and !/t. It is meant for
Supervisors and Q!)
Standard
#perating
ro/edure (S#) ;
!lso /alled 8or0
instru/tions
,or Simplifying -or0 instru/tions9 -ith s0et/hes9
guidan/e9 and supervision. DeAnes the "est
method for /arrying out the @o"9 Can help ne-
-or0ers in 0no-ing the /orre/t methods. (,o/us
is on plan and Do). reliminary meant for
operatorsR-or0ers.
8<
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
,ME! (,ailure
mode e.e/t
analysis)
It helps to identify all possi"le pro"lems in the
pro/ess9 the potential impa/t of ea/h pro"lem9
and ho- to deal -ith ea/h pro"lem. It /olle/ts
information in a systemati/ pro/ess and in a
spe/iA/ format. It helps to And 9 +N (ris0 priority
num"er)9 "y Anding -ays the pro/ess /an fail9
Severity of the failure9 Causes of failure9 /ontrols
to prevent these failure.
0#"#fits to I"t#r"al a"% E$t#r"al Custo+#rs ,
() Customer #ocus
a* Identi#ying the customers +olicy
!* Identi#ying customers' re,uirements
c* Translating the re,uirements into standards o# ,uality
out$ut
d* Esta!lishing the $rocesses inoled in $roducing the
out$ut
e* Im$lementing the $rocesses
-) .eadershi$ or /wner shi$ o# the +rocess System 0 Sole
Res$onsi!ility to ma%e result oriented and success#ul *
1) Inolement o# $eo$le
2) +rocess A$$roach
3) System a$$roach to management
4) Continual im$roement
5) Factual a$$roach to decision ma%ing
6) Mutually !ene7cial su$$lier relationshi$s
<0
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
QMS R#'orts

In a $ar#ent factor. !roduction #ana$er1s da starts (ith !roduction re!orts. Production
#ana$er enters to factor floor (ith %uestions such as ,
7o( #an $ar#ents are #ade last !roduction da b each line8 /o#!are actual
!roduction (ith !roduction tar$et $i"en to the floor in,char$e and line
su!er"isors.
0hat (ere the issues for lo( !roductions8 0h too #uch %ualit issues8
0ho is res!onsible for not achie"in$ esterda1s tar$et8
Production #ana$ers $et ans(ers of their %uestion in re!orts (ith data.
In this industr. line su!er"isors are "er s#art to tell ou nu#bers to sho( $ood line
!erfor#ance and hide their shortfall. So. instead of discussion and "erbal re!orts #ost of
the #ana$ers belie"e on (ritten and !rinted re!orts.
To +no( factor1s da to da !erfor#ance "er (ell (hat all !roduction and !roduction
related re!orts #ust be #ade and re!orted to hi$her #ana$e#ent8
There are fe( co##on re!orts9 those are (idel used and are "er i#!ortant to +no(
our business (ell. Such re!orts and e'!lained the !ur!ose of those re!orts. All re!orts
are related to !roduction. -e( re!orts are infor#ation based and others are analsis and
!erfor#ance based.
12* O'#rator Att#"%a"/# R#'ort!
This re!ort e'!lains ho( #an se(in$ o!erators9 hel!ers are !resent toda in each line.
-ro# this re!ort #ana$ers %uic+l assess. (hat (ould be toda1s !roduction tar$et.
0hich lines ha"e shorta$e of o!erators and (here there are enou$h o!erators and fro#
<1
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
(here so#e o!erators can be shifted to another line to fill all lines and run !roduction
s#oothl8 O!erator attendance re!ort is an i#!ortant one to floor in,char$e. Yesterda1s
o!erator1s cloc+,in and cloc+ out re!ort is also i#!ortant to see (hether all o!erators
(or+ed full ti#e or not.
13* Dail Pro%u/tio" R#'ort 4DPR5!
)ail Production Re!ort contains esterda1s !roduction records line (ise and stle (ise.
Production infor#ation in ter# of 6
7o( #an cuttin$ has been loaded to each line esterda and total loadin$ done
to a !articular fro# loadin$ of the stle8
7o( #an !ieces has been stitched esterda and cu#ulati"e !roduction till,date
of all stles those are currentl loaded.
7o( #an !ieces ha"e been dis!atched to finishin$ or (ashin$ de!art#ent8
-or# dail !roduction re!ort #ana$ers can assess. (hether a line is !roducin$ as
!er tar$et or !roduction is $ettin$ delaed.
16* Hourl Pro%u/tio" R#'ort!
This re!ort carries infor#ation of toda1s hourl !roduction. In this re!ort line1s out!ut is
bein$ u!dated hourl or bi,hourl. This re!ort hel!s line su!er"isors to chase o!erators
(hen line out!ut $oes do(n. 0here !roduction data is recorded #anuall. onl line
out!ut data is ca!tured and dis!laed on !roduction board. But factories those use real
ti#e !roduction #onitorin$ sste#. o!erator (ise &o!eration (ise hourl !roduction data
can be "ie(ed. I ha"e sho(n one such re!ort for e'a#!le in the follo(in$ i#a$e.
17* Effi/i#"/ a"% Pro%u/ti&it R#'ort!
The dail !roduction re!ort !ro"ides actual out!ut nu#bers of each line and each stle.
Line out!ut is directl !ro!ortional to nu#ber of #an!o(er in a line. If ou ha"e t(o
different stles 4of different (or+ content5 runnin$ in t(o lines. !erfor#ance of those line
can1t be co#!ared (ith out!ut fi$ures. The eas (a to chec+ line1s !erfor#ance is
#easurin$ line efficienc and #achine !roducti"it irres!ecti"e of stles. nu#ber of
#an!o(er and nu#ber of #achine used.
18* Ma"'o-#r a"% Ma/9i"# utili,atio" R#'ort!
Man!o(er and #achines are !ri#ar resources of a co#!an. A Mana$er need to loo+
into resources to chec+ ho( co#!an resources are $et utili:ed8 -actor should not ha"e
e'cess #an!o(er on the floor. On the other hand factor #ust ha"e #ini#u# re%uired
#an!o(er to a factor to !roduce $oods accordin$ to the !lan. Both the #an!o(er and
#achines are cost to the co#!an. So it is i#!ort to chec+ this re!ort dail basis.
<2
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
This re!ort #a also include nu#ber of e#!loees (ho (ere !resent in o"erti#e (or+
hours8
1:* Gar+#"t I"s'#/tio" R#'ort!
Ins!ection re!ort co#es under %ualit re!ort. But $ar#ent ins!ection re!ort is also one
i#!ortant re!ort for !roduction #ana$er and to! #ana$e#ent to #onitor stitchin$
%ualit of !roducts. As all !roduced $ar#ents are not acce!table if certain %ualit le"el is
not #aintained. It is !roduction de!art#ent1s res!onsibilit to !roduce %ualit !roduct.
Ins!ection re!ort dis!las line (ise defects !er hundred units 4)7;5 and !ercenta$e
defecti"e data. total !ieces send for alteration&re!air.
1;* R#'air a"% R#<#/tio" R#'ort!
This re!ort contains infor#ation such as 6 stle (ise and color (ise defecti"e $ar#ents
!roduced b lines. )efect (ise no. of $ar#ents is sent to re!air section and nu#ber of
$ar#ent recei"ed fro# re!air section after alteration. This infor#ation is essential
because in case ou ha"e nu#ber of da#a$ed or re3ected $ar#ents. ou can cut and se(
fresh $ar#ents and re!lace those da#a$ed $ar#ents !rior to final ins!ection.
1=* Cutti") Pro%u/tio" R#'ort!
/uttin$ de!art#ent1s !roduction status is also an i#!ortant re!ort to be loo+ed into b
!roduction #ana$er. Stle (ise and color (ise cut %uantit is chec+ed. Se(in$ line can
be fed (ith cuttin$s onl (hen there is enou$h cuttin$ in cuttin$ store. Loo+in$ into
cuttin$ !lan (hat all fabrics are $oin$ to cut toda for follo(in$ da1s feedin$8
1>* Mat#rial I"&#"tor R#'ort!
Once status of !roduction. efficienc. and %ualit re!ort !art is o"er. #ana$ers loo+ed
into #aterial a"ailabilit status. You +no( that #aterials are the one #a3or reason for
shi!#ent dela and brea+in$ the !roduction schedule. This re!ort carries infor#ation
such as fabric and tri#s in,house status in details (ith e'!ected in house date for balance
#aterials. Mana$ers chase (ith #erchandisin$ and sourcin$ de!art#ent for sourcin$
#aterial on ti#e.
MIS For+ats us#% i" Gar+#"t
Ma"ufa/turi")
In da to da (or+ nu#ber of MIS
<3
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
for#ats is bein$ used b $ar#ent
factories. 0here so#e factories use
basic for#ats. others use ad"anced or
IT based MIS for#ats. B usin$ MIS
sste# #ana$ers can #easure (or+.
trac+ infor#ation on the ri$ht ti#e and
in the ri$ht for#. So#e basic for#ats
used b "arious de!art#ents such as
Merchandisin$. -abric store. /uttin$
roo#. Se(in$ floor. 0or+ stud
2ualit audit and -inishin$ MIS ha"e
been listed belo(.
Fa?ri/ Stor# MIS
-abric issue and recei"e boo+
-abric in"entor boo+
Lo$ boo+ for fabric %ualit and
s(atches
-abric conciliation re!ort
-abric Test Re!ort 4Internal Lab Test5
Cutti") roo+ MIS
-abric re%uisition Sli!
La sli!
/uttin$ record boo+
-usin$ record
Bundle record +ee!in$
Record of End bits
/uttin$ #achine #aintenance lo$boo+
-usin$ #achine chec+ sheet
S#-i") . Pro%u/tio" MIS
7ourl !roduction re!ort 4Basic5
7ourl !roduction re!ort 4Ad"anced5
)ail Production re!ort 4Basic5
)ail !roduction re!ort 4/uttin$.
loadin$. se(in$ and finishin$
alto$ether5
/uttin$ recei"in$ and issue to finishin$
boo+
)ail Line Efficienc re!ort
O!erator efficienc re!ort
Non Producti"e ti#e sheet
Bro+en Needle Lo$ Boo+
Production Record Boo+
Machine #aintenance Lo$ Sheet
M#r/9a"%isi")
MIS
Sa#!le order Sheet
Order Indent
Stle Sheet
Bill of Material sheet & Material re%uire#ent
Sa#!le sub#ission
Production file /hec+ list
Ti#e and Action /alendar
Order trac+in$ sheet
Purchase order re%uest Sheet
Pre,!roduction #eetin$ for#at
R<) re!ort
Qualit MIS
Sa#!le Audit Sheet
= !oint ins!ection sste# sheet
/uttin$ Roo# audit Re!ort
Traffic Li$ht sste# for#at
End line ins!ection for#at
Internal %ualit Audit -or#at
Shi!#ent Audit Re!ort
Measure#ent /hec+in$ Sheet
Line (ise dail %ualit re!ort 4)7; and
Percenta$e defecti"e5 for all de!art#ents
Fi"is9i") a"% Pa/(i")
Pressin$ !roduction record
Stain re#o"in$ record
Pac+in$ List
-inishin$ !roduction record
Gar#ent alteration record
<4
Roll No. 1208005223
Evaluation of an implemented
Quality Management System (QMS)
O"er ti#e re%uest sli!
@or( Stu% MIS
)ail factor cost sheet
Machine and #an!o(er utili:ation
re!ort
Ti#e stud sheet
/a!acit stud sheet
O!eration Bulletin
Se(in$ thread consu#!tion sheet
Manpo-er +e>uirement of
,inishing Se/tion
To deter#ine #an!o(er re%uire#ent in finishin$ section follo( the belo( ste!s
>. )efine (hat all (or+s&tas+s that ou !erfor# in finishin$ section li+e chec+in$. thread
cuttin$. !ressin$. #easure#ent. foldin$ etc.
?. Ti#e stud of each (or+ (ith our current (or+ers OR do ca!acit stud of our
finishin$ roo# (or+ers for each t!es of (or+. -or e'a#!le. as !er our ca!acit stud a
(or+er can chec+ >@ !ieces& hour. a folder can fold ?A !ieces&hour. Or B@ !ieces !er da
and ?@@ !ieces !er da res!ecti"el.
C. No( find the fi$ure of )ail Production Tar$et for finishin$ section. 4Su!!ose
finishin$ tar$et B@@ !ieces dail5
=. So. #an!o(er re%uired in a finishin$ !rocess D 4Tar$et %uantit& ca!acit !er (or+er
!er da5.
-ro# the abo"e e'a#!le. ou need
Total chec+erD B@@&B@ D >@ no. and
Total -older #an B@@&?@@ D = no.
1o- to improve ,inishing E4/ien/yN
In $ar#ent #anufacturin$ Industrial En$ineerin$ 4IE5 tools and #ethods are !ri#aril
used in stitchin$ floor to i#!ro"e labor !roducti"it and line efficienc. A factor can
i#!le#ent IE #ethods to i#!ro"e finishin$ efficienc in a si#ilar (as.
-irst to calculate 4#easure5 actual efficienc of the finishin$ section ou need to
deter#ine standard #inutes of finishin$ 3obs. To +no( ho( to deter#ine standard
#inutes 4SME5 of finishin$ 3obs&o!erations read # earlier !ost , 7o( to calculate SAM
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Roll No. 1208005223
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of a $ar#ent8 Once ou #easured standard #inutes of all finishin$ o!erations ou (ill
ha"e do other calculation li+e finishin$ tar$et. #an!o(er re%uire#ent. line balancin$ etc.
Second ste! (ould be #otion analsis. b (hich ou (ill $et o!!ortunit areas.
Third ste! brainstor# (ith our collea$ues and thin+ ho( ou can reduce #aterial
#o"e#ent ti#e. (aitin$ ti#e. o!eration ccle ti#e for finishin$ 3obs8 B reducin$ these
ou can i#!ro"e finishin$ efficienc.
Improve rodu/tivity in 2arment
rodu/tion
7i$her !roducti"it brin$s hi$her #ar$in in a business. And incre#ent in Producti"it
le"el reduces $ar#ent #anufacturin$ cost. 7ence factor can #a+e #ore !rofit throu$h
!roducti"it i#!ro"e#ent.
2* Co"%u/ti") +otio" stu% a"% /orr#/ti") fault +otio"s! There is a sain$ FE"en
best can be i#!ro"edG. So $o to Ge#ba 4se(in$ floor5 and loo+ for o!erator1s (or+in$
#ethod and #o"e#ents. Pre!are a chec+ list for $ood #ethods and #o"e#ents. At ti#e
of #otion stud obser"e o!erator1s #o"e#ent and co#!are (ith ou chec+list. If ou
found (ron$ #o"e#ents is used b o!erator or unnecessaril e'tra #o"e#ent is !resent
in the o!eration ccle correct it. If needed des+ill o!erator. B doin$ this ou can reduce
o!eration ccle ti#e and can i#!ro"e labor !roducti"it u! to >@@HI in indi"idual
o!erations 4Iin ?@H of the total o!erations as !er Pareto1s B@,?@ Princi!le5.
3* Hourl o'#rator /a'a/it /9#/(! E#!lo (or+ stud !ersonnel 4if ou don1t ha"e5
and start chec+in$ o!erator ca!acit hourl or bi,hourl. /o#!are actual o!erator1s
hourl !roduction (ith their ca!acit. If !roduction is less then %uestion the# (h8 It
hel!s in t(o (as 6 first. (hen o!erator1s ca!acit is chec+ed at re$ular inter"al the (ill
be under !ressure. Secondl. (or+ stud !ersonnel start thin+in$ on #ethods ho( ccle
ti#e can be reduced. ;sin$ the ca!acit data. ou can #o"e ahead in balancin$ the line.
6* Co"%u/t RAD for t9# )ar+#"t! A non,"alue added 4NEA5 !rocess but ha"in$ a
stron$ Research and )e"elo!#ent 4R<)5 tea# in the factor brin$s lot of benefits. R<)
can be ta+en as !re!aration sta$e for the bul+ !roduction. This de!art#ent does sa#!le
!roduction and loo+ into !otentiall critical o!erations. !lan for re%uire#ent of s!ecial
e%ui!#ent. ad"ice chan$es in ter#s of construction (ithout chan$in$ stlin$. E.$. if an
o!eration contains so#e ra( stitches. (hich doesn1t affect the final loo+ of the $ar#ent.
then that o!eration can be a"oided if !ossible to sa"e ti#e. The !lan for s+ill
re%uire#ent for the o!erations. As a result !roduction runs (ithout an brea+ or (ith less
no. of brea+s. As it reduces the chance of brea+ in !roduction for unnecessar reasons.
line !roducti"it doesn1t co#e do(n.
7* Us# ?#st 'ossi?l# li"# laout! Line laout #eans !lacin$ of #achines and centre table
4trolle (ith (heel5 as !er stle re%uire#ent. The #ain !ur!ose of choosin$ a better
laout is to reduce trans!ortation ti#e in the line as #uch as !ossible. A stable line is not
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a $ood idea if ou !roduce #ulti!le !roducts in a sa#e line. A strai$ht asse#bl line (ith
centre table at left side is $ood for a !roduct that has no !re!arator (or+ and indi"idual
o!eration SAM is nearb the !itch ti#e. 0hen a stle includes lot of !re!arator (or+
4for $ar#ent !arts5. it is better to #a+e $ar#ent !arts in sections and asse#ble the# later.
If !ossible use o"erhead trans!ortation sste#.
8* S/i#"tifi/ -or( statio" laout! The (or+station laout defines fro# (here an
o!erator (ill !ic+ u! (or+ 4$ar#ent co#!onents5 and (here she (ill dis!ose stitched
$ar#ent. A scientific laout is defined as #ini#u# reach for !ic+in$ u! and dis!ose of
co#!onents. E"er co#!onents and tools 4tri##er5 #ust be +e!t (ithin o!erator reach.
)urin$ (or+station desi$nin$. en$ineerin$ #ust follo( +e !rinci!les.
/o#!onents to be (or+ed on should be !ositioned as near to the needle as
!ossible.
)irection of the co#!onents (here it !ositioned on the table or trac+ should be
such (a that durin$ #o"in$ co#!onent to the needle !oint does not need to turn
it.
Placin$ of (or+ at the sa#e !lane of the #achine table so that o!erator can easil
slide it to needle !oint.
The !ur!ose of desi$nin$ a $ood (or+station laout is to #ini#i:e the #aterial handlin$
ti#e as #uch as !ossible. Thus ou can reduce o!eration ccle ti#e. Secondar benefit
of $ood (or+station is o!erators can (or+ at sa#e !ace (ithout fati$ue. 0hen desi$nin$
a (or+station laout don1t for$et to consider er$ono#ics.
:* R#%u/# li"# s#tti") ti+#! It ha"e been obser"ed that a line reaches at its !ic+
!roducti"it le"el on da J,K after loadin$ of an order. The ti#e lost in the initial das
4learnin$ cur"e5 brin$s do(n the a"era$e labor !roducti"it for (hole stle. Reason , lot
of ti#e is lost durin$ settin$ of the line for a ne( stle. This reduces o"erall #achine
!roducti"it and line efficienc. So to #aintain line !roducti"it le"el ou ha"e to (or+
on #ini#i:in$ line settin$ ti#e or throu$h!ut ti#e. To reduce the line settin$ ti#e.
en$ineers ha"e to stud the $ar#ent thorou$hl. !re!are o!eration bulletin (ith #achine
re%uire#ent and #achine laout !lan !rior to feedin$ cuttin$s to the line. Read another
article to +no( ho( to reduce line settin$ ti#e. En$ineers need to coordinate (ith line
su!er"isors and #aintenance de!art#ent (ith their !lans and re%uire#ents. This (ill
hel! su!er"isors and #aintenance de!art#ent to be !ro,acti"e in arran$in$ re%uired
resources.
;* I+'ro&# li"# ?ala"/i")! Pur!ose of balancin$ a line is to reduce o!erator1s idle ti#e
or #a'i#i:e o!erator utili:ation. In a balanced line (or+ (ill flo( s#oothl and no ti#e
(ill be lost in (aitin$ for (or+. At ti#e of line settin$ select o!erators for the o!eration
#atchin$ o!erator s+ill histor and s+ill re%uired. -ollo(in$ this #ethod ou (ill select
hi$hl s+illed o!erators for hi$her (or+ content o!erations. Once line is set conduct
ca!acit stud at a re$ular inter"al. ;se !itch dia$ra# #ethod to find bottlenec+s inside
the line. You ha"e to thin+ ho( ou (ill #ini#i:e 0IP le"el at bottlenec+ o!erations.
Read another article on line balancin$ for $uidelines. Once ou start increasin$ o!erator
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utili:ation throu$h line balancin$ ou (ill $et e'tra !ieces fro# the sa#e resources in
defined ti#e.
E"en a (ell #ana$ed factor can i#!ro"e !roducti"it b ??H thorou$h line balancin$ .
=* Us# -or( ai%s, atta/9+#"ts, )ui%#s, /orr#/t 'r#ssur# foots a"% fol%#rs! These are
so#e +inds of ti#e sa"in$ de"ises that facilitate o!erator to !erfor# their (or+
effecti"el (ith less effort. If (or+ aids are used effecti"el o!eration ccle ti#e can be
reduced #an fold than e'istin$ ccle ti#e. In ne( and s#all factories (here there is no
e'!erienced technical !erson 4#aintenance. IE !ersonnel or !roduction #ana$er5
$enerall not a(are about the usa$e and a"ailabilit of (or+ aids. So their o!erators se(
$ar#ent free hand. Labor !roducti"it is co#!arabl hi$her for the factories that (idel
use (or+ aids than those (ho do not use (or+ aids for the si#ilar !roducts. -olders and
attach#ents are also "er hel!ful in !roducin$ consistent stitchin$ %ualit. On the other
hand (or+ aids. $uides and fi'tures reduce o!erator1s #o"e#ent and (ei$ht liftin$.
)urin$ # research stud I colle$e I had i#!ro"ed labor !roducti"it u! to >B.@CH usin$
(or+ aids in "arious o!erations.
>* Co"ti"uous f##%i") to t9# s#-i") li"#! It is not a fault of !roduction de!art#ent if
the did not $et cuttin$s to se(. All !lans and efforts to(ards !roducti"it (ill fail if line
is not been fed continuousl. FNo feedin$ or irre$ular feedin$G is one of the to! reasons
for lo(er !roducti"it in !oorl #ana$ed factor. Poor !roduction !lan. (ron$ selection
!roduct #i' in seasons and ineffecti"e cuttin$ de!art#ent are the reasons that sto!
continuous feedin$. Once o!erators $et the rhth#. the should be $i"en non,sto!
feedin$ until stle chan$eo"er to +ee! u! the !roducti"it. If ou +no( there is
una"ailabilit of cuttin$ in near future then !lan accordin$l and don1t call all o!erators
for that duration.
2B* F##% fault fr## a"% 'r#/is# /utti") to li"#! Sto! cuttin$ and tri##in$ of e'tra
fabric fro# cut co#!onents b o!erators. If our cutter does not able to !ro"ide !recise
cuttin$ s&he should be trained. But fault cuttin$ don1t be fed. 0hen o!erators cut fabric
he !erfor#s additional tas+ in the o!eration ccle ti#e. If in so#e cases tri##in$ is
intended then that tas+ #ust be included in total (or+ content. Other(ise ou (ill $et
(ron$ 4less5 efficienc for the o!erator. Secondl. cuttin$s (ith fabric defects. !attern
!roble# are issued to se(in$ line. As a result line !roduces defecti"e $ar#ents.
Alteration and re!air (or+ for defecti"e $ar#ents reduces labor !roducti"it.
22* Trai"i") for Li"# su'#r&isors! Line su!er"isors are sho! floor #ana$ers. So each
su!er"isor #ust be trained (ith funda#ental #ana$e#ent s+ills and co##unication
s+ill. Still in #ost of the su!er"isors in Indian factories are raised fro# tailors. The don1t
ac%uire technical %ualification in su!er"isin$. But their #ain 3ob is !ro"idin$ instruction.
transferrin$ infor#ation. -or (hich co##unication s+ill trainin$ is re%uired for
su!er"isors. Secondl. su!er"isor should understand the funda#ental of industrial
en$ineerin$ li+e o!eration bulletin. s+ill #atri'. (or+station laout. #o"e#ent. ca!acit
stud and theoretical line balancin$ etc. If the understood these. the can hel! en$ineers
or (or+ stud bos to i#!ro"e line !erfor#ance. The abo"e trainin$ (ill brin$ chan$es
in #ana$in$ and controllin$ the lines and (ill i#!ro"e labor !roducti"it.
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23* Trai"i") to s#-i") o'#rators! O!erators are #ain resources in the a!!arel
#anufacturin$. The are #ost "aluable resource to the co#!an. So. factor #ust (or+
on de"elo!in$ o!erator s+ill (here re%uired. FTrainin$ is not cost but an in"est#entG said
b #an e'!erts. Production fro# an o!erator de!ends on his s+ill le"el to the tas+. A
lo( s+illed o!erator (ill consu#e hi$her resources 4ti#e5 and $i"e less out!ut. You (ill
find %ualit related issues (ith lo( s+illed and untrained o!erators. As the s+ill le"el of
the o!erators is increased throu$h trainin$ lines out!ut (ill i#!ro"e. Trainin$ does #ean
lot of ti#e and #one. Trainin$ should be $i"en onl on s!ecific tas+s that (ill be
!erfor#ed b the o!erator. Paul1s article Fsste#atic trainin$ for a!!arel industr
o!erators 6 an introductionG is "er hel!ful in this re$ard.
26* S#tti") i"%i&i%ual o'#rator tar)#t! Instead of $i"in$ e%ual tar$et to all o!erators
(or+in$ in a line. $i"e indi"idual tar$et as !er o!erators s+ill le"el and ca!acit. Set an
achie"able tar$et for each o!erator so that the (ould tr to reach the tar$et. This (ill
hel! i#!ro"in$ o!erator1s indi"idual efficienc. ;se tric+s for increasin$ tar$et ste! b
ste!. Ta+e care of the o!erators (ho are under tar$et. The #a need s+ill trainin$. Go
bac+ to !ointL>?. Trainin$ for se(in$ o!erators.
27* Eli+i"at# loss ti+# a"% offCsta"%ar% ti+#! ;tili:e o!erator1s ti#e as #uch as ou
can. There is no better alternati"e than 3ust sto!!in$ o!erators sittin$ idle to i#!ro"e
o!erator !roducti"it. Non !roducti"e ti#e such as (aitin$ for (or+. #achine
brea+do(n. !o(er failure and re!air (or+ +ill our !roducti"it. Start eli#inatin$ non,
!roducti"e ti#e as #uch as !ossible. To start (or+ on this !oint ou ha"e to trac+ off,
standard or non,!roducti"e ti#e data accordin$ to different cate$ories. Once ou ha"e
the analsis and Pareto of non,!roducti"e ti#e ou can thin+ and !lan on reducin$ it.
28* R#al ti+# s9o' floor %ata tra/(i") sst#+! -or the continuous i#!ro"e#ent and
!ro#!t action on failure ou need infor#ation fro# the sho! floor as fast as !ossible.
I#!ortant infor#ation needed such as hourl !roduction. line balancin$. 0IP. trac+in$
bundles and %ualit !erfor#ance of the line. If correcti"e action is not been ta+en earl
!roble# #a increase as ti#e $oes. So R-I) based real ti#e sste#s are hel!in$ in
!ro"idin$ sho! floor infor#ation (ithin second.
2:* Usi") auto tri++#r s#-i") +a/9i"# 4U0T5! Must thin+ ho( #an !ieces an
o!erator is !roducin$ in a da8 Each ti#e an o!erator tri#s thread usin$ a tri##er or
scissors consu#e ti#e #ini#u# A@ TM; or ? Seconds 4a!!ro'5. A rou$h esti#ate. in a
da o!erator (ill lose about ?@ #inutes 3ust in thread cuttin$. In an o!eration of @.A
SAM. o!erator can #a+e =@ e'tra !ieces. E"en #achine (ithout auto tri##er consu#es
#ore se(in$ thread. Those (ho use hea" 4half +ilo$ra# (ei$ht5 scissor #a start usin$
hand tri##er.
2;* I"stalli") ?#tt#r #Dui'+#"t! A lo( !erfor#in$ #achine is not acce!table (here
so#e of our $ood #achines are idle in the sa#e buildin$. ;se the best of our
resources. If #achines or e%ui!#ent don1t !erfor# (ell o!erator #oti"ation $oes do(n.
Re!etiti"e brea+do(n of #achines increase the loss ti#e and brin$ do(n o"erall line
efficienc and labor !roducti"it. I ha"e seen lines (here ;BT #achine is used in lon$
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sea# o!erations and co#!arabl lo(er (or+ content. On the other hand (here shorter
sea#s are bein$ stitched. #ost of the ti#e s!ent in thread tri##in$ for ta+in$ out (or+
fro# the needle. nor#al loc+ stitch se(in$ #achine are used.
2=* I"li"# Dualit i"s'#/tio" at r#)ular i"t#r&al! Traffic li$ht sste# is the #ost
effecti"e ins!ection tool to reduce defect $eneration at source. Less nu#ber of defecti"e
sea# is #ade less the ti#e (ill be lost in re!airin$ it. Inline chec+in$ sste# (ill alert
o!erators in concentratin$ their 3ob. It also hel!s in other (a. Ma be at the start of the
stle an o!erator not understood the s!ecification. an interaction (ith %ualit ins!ector
(ill #a+e an o!erator clear about the %ualit re%uire#ent. Poorl #ana$ed factor loses
!roducti"it u! to >@H due to re!air and re3ect .
2>* O'#rator +oti&atio"! O!erator1s (ill is the #ost crucial !art in !roducti"it
i#!ro"e#ent. If the are #oti"ated. the (ill !ut enou$h efforts on the (or+. E#!loee
#oti"ation $enerall de!ends on "arious factors li+e (or+ culture. 7R !olicies. bonus on
e'tra effort or achie"in$ tar$et. In $ar#ent #anufacturin$ o!erator1s #oti"ation co#e
throu$h e'tra #one. O!erator #oti"ation can be i#!ro"e b sharin$ certain !ercenta$e
of ou !rofit #ade fro# o!erator1s e'tra effort.
3B* Pla" for o'#ratorEs I"/#"ti&# s/9#+#! Paul /oller. British e'!ert sas FIn British
factories. in a non incenti"e en"iron#ent factor can reach u! to B@H efficienc le"el
and if #ana$er e'!ect #ore than that the had to !ro"ide incenti"e to o!erators as (ell as
to the su!!ortin$ tea#G. If (e loo+ into Asian factories. in a non incenti"e en"iron#ent
factories find it is "er difficult to reach u! to =@H efficienc. You can see the !otential
efficienc that can be con"erted in #one.
Need to understand that e#!loees co#e for (or+ in our or$ani:ation for #one.
Initiall ou #a thin+ that an incenti"e sche#e #a reduce our !rofit. But in real it
(or+s in o!!osite direction. !ro"ided that incenti"e sste# is fair for the (or+ers and has
been i#!le#ented intelli$entl. I ha"e seen factories (here o!erator efficienc reaches
u! to KJH fro# =AH after i#!le#entation of incenti"e sche#e. An incenti"e sche#e (ill
$i"e lot of other benefits in return as a b!roduct. An incenti"e sche#e desi$ned (ith
#ulti!le !ara#eters #a brin$ disci!line on the sho! floor. As o!erators $i"e e'tra effort
to the (or+. efficienc as (ell as !roducti"it of the o!erator increases.
Ne res!onsible areas of a line su!er"isor in a t!ical factor are as follo(in$
2* Dis/i'li"# i" S9o' Floor! )isci!line in se(in$ floor is "er i#!ortant to create $ood
(or+ culture in the co#!an. Li+e startin$ line on ti#e in the #ornin$. s(itch off se(in$
#achine (hen there is no (or+ or o!erator is not in #achine. O!erators #a not be
a(are ho( to beha"e in the factor floor. Su!er"isor is res!onsible to train such thin$s to
their o!erators and hel!ers. -or e'a#!le. o!erators should +ee! floor clean. +ee!s
accessories on defined !lace. and should not tal+ unnecessaril (ith other o!erators
durin$ (or+in$ hours.
3* Stl# A"alsis! It is essential tas+ for a su!er"isor to collect sa#!le of the stle that is
$oin$ to be loaded in his&her line and anal:e $ar#ent construction and o!eration details.
Su!er"isor should co#!letel understand (hat to be done. In case an confusion s&he
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should contact to #erchandiser and $et clarification. 2ualit re%uire#ent can be
discussed (ith %ualit tea# or #erchandiser. Thou$h this thin$s are discussed and
clarified in PP #eetin$. so#e ti#es e"erthin$ #a not be co"ered in that #eetin$.
/hec+ (hat all tri#s he&she needs to brin$ fro# store !rior to line start.
6* Li"# S#tti")! In line settin$. su!er"isor does se%uencin$ of #achine. select #ost
suitable o!erators fro# a"ailable o!erators for each o!eration. Su!er"isor stands aside of
the o!erator and instruct to her&hi# ho( to #a+e the o!eration on first !ieces.
7* Ma/9i"# S#l#/tio"! 0hat se(in$ #achines and e%ui!#ent should be used for the
stle and ho( #an #achines should be allocated to a !articular o!eration is decided b
line su!er"isors. ;nli+e industrial en$ineers. su!er"isor does not able to !lan #achine
re%uire#ent in ad"ance but the do it based on actual re%uire#ent to #eet the dail
!roduction tar$et.
8* Li"# 0ala"/i") a"% @IP Co"trol! Le"elin$ of (or+ load throu$hout the line is "er
i#!ortant to i#!ro"e ca!acit 4resource5 utili:ation. No line should ha"e e'cess (or+ in
!rocess as in"entor.
:* O'#rator Trai"i")! Thou$h co#!anies set u! trainin$ center for se(in$ o!erator
trainin$ or hire onl e'!erienced o!erators. su!er"isors need to train uns+illed o!erators
on the 3ob. 0hile a trainee o!erator is allocated for an o!eration and the trainee o!erator
is not confident ho( to do that 3ob or hesitatin$ to follo( an o!eration #ethod.
su!er"isorOs res!onsibilit is to $uide and instruct the# correct #ethod of doin$ that
o!eration.
;* M##ti") Tar)#t Pro%u/tio"! Line su!er"isors are $i"en dail !roduction tar$et based
on resources a"ailable in a line 4#achine and #an!o(er5. Su!er"isor is res!onsible to
!roduce tar$et %uantit at the end of the da. To #eet the tar$et. su!er"isor need to
#onitor o!erators (or+in$ !ace. loadin$ of (or+s. lost ti#e etc. There #i$ht be #an
reasons for lo( !roduction. Still su!er"isor need to find a (a to hit the dail !roduction
tar$et.
=* Stit/9i") Qualit! Stitchin$ %ualit of the $ar#ent co#es fro# the o!erators. Thou$h
factories in"ol"e %ualit chec+ers in the se(in$ line to control stitchin$ %ualit. line
su!er"isor is res!onsible for !roducin$ ri$ht %ualit $ar#ents. Su!er"isors need to
#aintain lo( !ercenta$e defecti"e or )7; rate of his&her line.
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